I got the idea for this post, while reading Eeben’s post on physical security. It seems like this stuff should be common sense, but for some folks, they just don’t get it. This will hopefully give the reader a starting point to grow from. There are tons of resources on how to operate out there, and everyone has an opinion. For me, I like to keep things basic, and stick to what works. The Marines still use these 11 General Orders, and every Marine must learn them while at boot camp. Although, if you don’t have the time to memorize this stuff, just copy them on a 3X5 and put them in your pocket. Guys do that all the time, with all sorts of information they have to remember. I also run around with maps, nine line, language stuff, compass, frequencies, POC, etc. I also keep a notebook and pen with me, so I can write stuff down–lots of common sense stuff, and excellent for those of us with a rough memory capability. lol
So you’re on your first contract, and you have just arrived in country. You have your gear and weapon, and you have met your team leader and maybe the site manager, and your all ready to do the job. And let’s say your job is site security, which most of the gigs these days are just that, and you have just been dropped off at your post. Of course you read the post orders, and you are told what your specific job is, and what your schedule is, and how long you will be working, and who you will be working with, but after that, you’re on your own.
As a contractor, how do you act, now that you are out on your own? Your a ‘feral jundi’, so what standards do you hold to, now that you are released into the wilds of security contracting? You might be prior military or law enforcement, retired and/or extremely experienced. You might be a young guy that did a few combat tours in Iraq with the Army or Marines, and got out after you did your time. Or, you might be a bouncer or security guy, that knew all the right people and got your foot in the door that way. You found your way to that contract, with that gun in your hand, and a company and customer are now depending on you to do the job your hired to do. So what is the proper mindset to have as a contractor on some boring and tedious site security detail?
How do you act, when you are the new guy, and you’re on post and wanting to do a good job?
Well for one, read your post orders and ask as many questions as you can so you can fully understand your duties. Do not assume anything, and really learn the duties of your post. But what happens when you do not have post orders, or the orders are very light and you really don’t have much direction on how to act? Believe me, some contracts are like that out there. So what is the guidance that will help you to do a good job and leave a lasting impression about how you do business? Or the better question is how do you want to be remembered by your co-workers and managers–the screw off who could care less about doing a good job, or the guy that everyone can depend upon and will do things right when no one is looking?
Well if you want to do a good job, and are looking for some guidance on how to do a good job, then here is something that has helped me over the years on gigs. They are called the 11 General Orders for Sentries and I learned them a long time ago when I was in the Marines. Although a few of these orders have to be tweaked to be applicable for contracting, the intent is still there. I have also given an interpretation for each order, on how it could be applied to the contracting scene. Some of these might not apply for where you are at, but most orders will and they are a great check list on how to operate on a post. Some of you might have your own check list on how to operate out there, and it is all good for your personal Kaizen. So here they are and Semper Fi. –Matt
General Order 1
To take charge of this post and all government property in view.
*To take charge of this post and all customer property in view.
General Order 2
To walk my post in a military manner, keeping always on the alert and observing everything that takes place within sight or hearing.
*To walk my post in a professional manner, keeping always on alert and observing everything that takes place within sight or hearing.
General Order 3
To report all violations of orders I am instructed to enforce.
*To report all violations of the contract I am instructed to enforce.
General Order 4
To repeat all calls from posts more distant from the guardhouse than my own.
*To repeat all calls from posts more distant from the guardhouse than my own.
General Order 5
To quit my post only when properly relieved.
*To quit my post only when properly relieved.
General Order 6
To receive, obey and pass on to the sentry who relieves me all orders from the commanding officer, officer of the day, and officers and noncommissioned officers of the guard only.
*To receive, obey and pass on to the guard who relieves me all orders from the project manager, site manager, team leader and any other leaders of the guard shift only.
General Order 7
To talk to no one except in the line of duty.
*To talk to no one except in the line of duty.(phone calls, internet, iPod, etc.–distractions are not good)
General Order 8
To give the alarm in case of fire or disorder.
*To give the alarm in case of fire or disorder.
General Order 9
To call the corporal of the guard in any case not covered by instructions.
*To call the leader of the guard force in any case not covered by instructions.
General Order 10
To salute all officers and all colors and standards not cased.
*To show respect for your leaders, and for the chain of command as per contract.
General Order 11
To be especially watchful at night, and during the time for challenging, to challenge all persons on or near my post and to allow no one to pass without proper authority.
*To be especially watchful at night, and during the time for challenging, to challenge all persons on or near my post and to allow no one to pass without proper authority.
Hi Matt,
You shame me with your posting on the topic. I like your approach as well as the comments you posted on my blog. Thanks!
Rgds,
Eeben
Comment by Eeben Barlow — Sunday, April 5, 2009 @ 8:52 PM
You can never go wrong with general orders. I remember tripping through them in basic at 17. I'm sure some folks will roll their eyes, especially if they are not prior service. The general orders are perfect for physical security, if the detail is lacking direction.
Very good.
Comment by Loki Morristien — Monday, April 6, 2009 @ 12:21 AM
Eeben, thanks for providing the inspiration with your post about the subject and providing the readership the opportunity to comment. To me, it is important to get the ideas on paper, as soon as they come. So you will have to forgive some of my lengthy comments, because sometimes it just pays to get it all out right then and there. lol
Loki, Semper Fi. These general orders are just a starting point, and a way to develop your mindset. I don't go up to folks and say, I am following the 11 general orders, and you should too. Because your right, human nature is for them to roll their eyes. But then if these same folks lack a personal system of direction, and it shows on contract, then it will be us folk that will be rolling our eyes do to such a shoddy performance.
I just use the orders as a source of direction, when a contract is lacking such things. It is something to go back to, much like someone might look at the ten commandments, or a Boy Scout might look to the Scout Law for guidance. These orders are also a part of the 'know your stuff' aspect of leadership or the Kaizen mindset of continuous improvement or being a student of your profession. Thanks for the comment.
Comment by headjundi — Monday, April 6, 2009 @ 2:01 AM
Heard. My point is, CONUS physical security, especially the ESF 13 contracts that have gained traction since 2005 often have a lack of "professional" or motivated staff. This past Gulf Coast Hurricane season saw the establishment of base camps throughout the region to stage response and recovery assets. For the first 30 days or so, a very attentive and professional security presence would be maintained on site. The initial staffing is covered through ODP and preparedness contracts, the personel and POA is determined months ahead. As things move into the recovery phase, physical security is often bid out and passed on to a local vendor. That is usually when things get messy.
The incoming guards are usually rushed through a quick D & G course, licensed, and they are on the job. They are usually not very motivated, and slack up on things like access control and loss prevention- which are very intimate details of physical security. I know of at least one contract that was not renewed because of excessive losses of inventory.
My interpretation of GO's in contracting, would be as a guidelines to establish an ethos, if not SOG's for on duty employees. My confidence never goes out to the POE guard who barely looks up from his ipod to wave me through, much less check my back pack for any of the Toughbooks that keep disappearing. For many of these guards, this is their first "job" with any responsibility, having had no prior service or organizational experience outside of high school. I do not say that to knock the guards I've illustrated- they can be subject to environment, and what seems like a great deal to them, is even better for their employer because they are cheaper bodies. Look at the rash over Ghurkas and TCN's from Africa. "A salary they can only dream of"- this just a domestic case.
There are many vendors out there who are less than diligent once they get a signature from the CO. A body at the door is a body at the door. A cheaper body the better. General orders are also meant as a way to inspire the private (sailor,airman) with a sense of purpose in his duties, be that Sentry or KP duty.
I know I'm being long winded, and this is all taken from my own experience. In seeing the many moving parts that a potential vendor has to assemble as required to qualify for these contracts, the actual grunts (operations), can be left at the very edge of policy (business) side of things or "this is how we do it". A sort of corporate GO, or operational document should have an actual existence, as opposed to the word of mouth, or tail board briefings.
You referred to Scout's Law as a reference of order, much like Robert's Rules or Murphy's Law, these have entrenched because they are fall backs that are effective and efficient. In that vein I feel that a set of general orders drilled and accepted by signature at indoc of it self would breed a measure of organizational allegiance, and plant a seed for performance. And face it, some people just need incentive hung in front of their face.
I'm sorry to hijack the comments section here. I work in a few different areas, and I'm repeatedly seeing problems with motivation. I think a some one that wants to join an organization, be it payed, volunteer, etc. A document accepted by signature, laying out in bare terms what is expected as far as conduct and execution of duty would shorten the buy in phase for the employee.
Ultimately, you want a dedicated employee regardless of that persons experience or pay grade.
In fairness, I have seen other vendors who have similar documents. These are usually larger companies which invariable have former mil experience on hand. The requirements to actually incorporate a security company vary state by state. ESF 13 contracts are expected to increase as federal law enforcement feels the squeeze of mandatory retirements and corporate head hunting.(When the FED says they hire some one, it could be 6-18 months for a replacement to be vetted.) With the adoption of more scientific project management techniques, it is very possible to be competitive in the bidding process, as set of general orders documents and SOG's could become an important part of proposals as a Mission Statement or project formulation.
I could be wrong, and just advocating the Rorhshach response to chaos. I believe many problems can be avoided by clearly stating expectations, as opposed to inference.
Comment by Loki Morristien — Monday, April 6, 2009 @ 5:46 AM
Loki, without a doubt, standards must be introduced and an employee or contractor must know what is expected of them. And I will even take that a step further.
I would include the orders or whatever standard, as one element of the performance evaluations given once a week or month. That way the employee knows the standard to perform to, and they also know what they need to work on. Or a manager could implement an online version of performance evals like I talked about with Rypple. That way, and employee can consistently seek out evaluations on performance.
In the feds, I actually sat down with a Squad Leader, and they went over what was expected of me and how I was doing based on the input from other managers and peers and of the unit handbook. Once the meeting was over, I signed on to the performance evaluation, and it was a way for both myself and management to mutually agree on my performance and standing in the organization and our commitment to the unit policies. It is very easy to do and set up, and this kind of thing will certainly set the pace for the contract if implemented. Thanks for the input.
Comment by headjundi — Monday, April 6, 2009 @ 11:53 AM
Any Marine knows Sentry Orders exist for a reason and are to be taken seriously. In any case most of them are common sense.
Comment by Prepare for Boot Cam — Monday, May 25, 2009 @ 1:46 AM