By Peter Grimyser, Madison, WI
After more than 27 years working in law enforcement and investigations, I have learned that security is rarely about one single solution. It is not just about cameras, technology, policies, or having a plan sitting in a binder somewhere. Those things can all play a role, but effective security starts with understanding people, recognizing risks, and creating an environment where everyone takes safety seriously.
During my career with the University of Wisconsin–Madison Police Department, I saw many different types of situations unfold. Some were predictable, while others developed quickly and required immediate decisions. One thing became clear to me over time: organizations often focus on security after something happens rather than before.
The difficult question leaders have to ask is, “Are we truly prepared, or are we simply hoping we never face a serious challenge?”
That question is not meant to create fear. It is meant to encourage awareness. Good security is about preparation, responsibility, and making thoughtful decisions before a crisis forces you to act.
Treating Security as an Afterthought
One of the most common mistakes I have seen organizations make is viewing security as something separate from their everyday operations. It becomes a checklist item rather than part of the organization’s culture.
A company may have emergency procedures, access controls, or safety training, but the real question is whether those practices are actively maintained and understood by the people who rely on them.
I have often seen leaders spend significant time planning for growth, productivity, and daily operations while security receives attention only when there is a concern. The challenge is that security planning is most valuable before an incident occurs.
Of course, leaders have difficult choices to make. Resources are limited, and every organization has competing priorities. It is not realistic to eliminate every possible risk. The goal is not to create a world where nothing can go wrong. The goal is to identify the most likely and most serious risks and prepare appropriately.
Effective security begins with asking the right questions.
What are our vulnerabilities? Who is responsible when something happens? Do our employees know what to do? Have we practiced our response, or are we assuming everyone will know what to do in a stressful moment?
Those conversations can make a significant difference.
Relying Too Much on Technology
Technology has transformed the way organizations approach security. Cameras, access systems, monitoring tools, and digital solutions can provide valuable support. However, one mistake I see is when organizations assume technology alone will solve their security challenges.
Technology is a tool. It is not a replacement for awareness, training, and good judgment.
A security camera may capture an event, but it does not prevent every situation from happening. An access control system can limit entry, but it still requires people to follow procedures and recognize unusual behavior.
Throughout my career, I learned that people are often the most important part of any security plan. Employees who understand their role in safety can identify concerns early and respond more effectively.
Leaders sometimes hesitate to involve employees in security conversations because they worry it will create unnecessary concern. In my experience, the opposite is usually true. When people are informed and prepared, they often feel more confident.
The key is balance. Security awareness should not create anxiety. It should create responsibility.
Failing to Prepare for the Human Side of Risk
Many security discussions focus on physical threats, but organizations also need to consider the human side of risk.
People are at the center of every organization. That means leaders need to understand how communication, workplace culture, and relationships affect security.
During investigations, one thing I learned was that small details often matter. A change in behavior, a concern someone notices, or a piece of information that seems insignificant can sometimes provide important insight.
Organizations should create an environment where employees feel comfortable speaking up. A person should not hesitate to report a concern because they believe they will be ignored or dismissed.
Building that kind of culture requires trust.
Leaders have to demonstrate that concerns will be taken seriously and handled appropriately. Not every report will turn into a major issue, and that is okay. A healthy security culture allows people to raise concerns before they become larger problems.
Waiting Until a Crisis Happens
One of the biggest challenges in security planning is that success often looks like nothing happening. When preparation works, there is no dramatic moment to point to.
That can make it difficult for organizations to justify the time and effort required.
I understand that challenge. Leaders have many responsibilities competing for their attention. Security investments can sometimes feel difficult to measure because the benefit is often preventing something rather than producing something visible.
However, preparation has value.
Training employees, reviewing procedures, conducting assessments, and improving communication can make a significant difference when unexpected situations occur.
The question leaders should consider is not, “Do we think something will happen?” The better question is, “If something happens, will we be ready?”
Building a Stronger Security Mindset
After spending my career in law enforcement, I believe the strongest security programs are built on three things: awareness, preparation, and accountability.
Awareness means understanding the risks around you. Preparation means having plans and practicing them. Accountability means everyone understands their role in protecting people and assets.
Security is not the responsibility of one person or one department. It is a shared commitment.
The best leaders I worked with understood that protecting people was not just a policy requirement. It was a responsibility. They listened, adapted, and recognized that circumstances can change quickly.
Organizations will never be able to predict every challenge they may face. What they can do is create a culture that is ready to respond.
After 27 years in investigations and public safety, that remains one of the biggest lessons I carry with me: strong security is not built only during emergencies. It is built every day through decisions, communication, and leadership.
