Leadership and Commitment in ISO 18788: Driving Security Excellence Across All Levels

Introduction

Clause 5 of ISO 18788:2015 emphasizes that effective leadership and commitment are the backbone of a robust Security Operations Management System (SOMS). In security operations, leadership is not confined to the boardroom. It must cascade from the Board of Directors and Executive Committee to divisional and sectional managers, down to supervisors and operational personnel. Each level has a responsibility to uphold, promote, and reinforce the values, policies, and commitments defined by the organization's SOMS.

To ensure alignment, organizations must embed the principles of Tone at the Top, Tone at the Middle, and Tone at the Operational Level, thereby creating a culture of accountability, professionalism, and respect for human rights.

Tone at the Top: Board and Executive Leadership

The Board of Directors, Executive Committee (ExCo), and senior executives set the strategic direction of the SOMS. Their leadership responsibilities include:

  • Defining Vision and Values: Approving the SOMS policy and affirming a commitment to professionalism, ethical conduct, and respect for human rights.
  • Resourcing the SOMS: Ensuring adequate financial, human, and technological resources are dedicated to effective security management.
  • Integrating Governance: Aligning SOMS with broader governance, risk, and compliance frameworks, ensuring security operations contribute to corporate objectives.
  • Tone at the Top: Demonstrating commitment through visible actions—leading by example, actively engaging in audits and reviews, and enforcing accountability.

The Board's involvement sends a powerful message to employees and stakeholders: security is a strategic priority, not just an operational function.

Tone at the Middle: Divisional and Sectional Managers

Divisional managers, sectional managers, and mid-level leaders act as the critical link between strategy and operations. Their role is to translate executive vision into practice by:

  • Policy Deployment: Communicating SOMS policies and objectives to their teams in clear, practical terms.
  • Performance Oversight: Monitoring security KPIs, risk assessments, and incident management at a departmental or divisional level.
  • Culture of Accountability: Reinforcing ethical behavior and ensuring compliance with operational protocols.
  • Capacity Building: Ensuring supervisors and staff are trained, competent, and motivated to fulfill their roles.
  • Tone at the Middle: Acting as role models by reinforcing the “why” behind policies, bridging gaps between senior leadership expectations and operational realities.

When managers embrace SOMS principles, they demonstrate ownership, ensuring that policies do not remain abstract but become actionable practices.

Tone at the Operational Level: Supervisors, Security Personnel, and SOMS Champions

At the frontline, supervisors, guards, and SOMS champions embody the daily application of the management system. Their role is to ensure that every task reflects the organization's commitment to ISO 18788. Responsibilities include:

  • Execution of Procedures: Applying operational protocols consistently, from incident reporting to use-of-force procedures.
  • Human Rights Compliance: Upholding respect and dignity in all engagements with clients, communities, and individuals.
  • Feedback Mechanisms: Providing insights and reporting issues to improve system effectiveness.
  • Operational Assurance: Demonstrating that the SOMS is not theoretical but implemented in real-world environments.
  • Tone at the Operational Level: Reinforcing a culture of vigilance, professionalism, and ethical conduct, supported by supervisors who lead by example.

Here, leadership is expressed through daily actions, consistent discipline, and adherence to standards, ensuring that security services are delivered responsibly.

The Cascade of Leadership and Commitment

  • Tone at the Top: Provides strategic vision, resourcing, and sets the ethical compass.
  • Tone at the Middle: Translates strategy into operational action and reinforces organizational values.
  • Tone at the Operational Level: Executes responsibilities with discipline, integrity, and professionalism.

This cascade ensures alignment between policy, practice, and performance, creating a culture of trust and accountability across all levels.

Conclusion

Leadership and commitment under ISO 18788 extend beyond formal policies—it is about creating a culture of assurance where every level of the organization understands, owns, and enacts the principles of the SOMS.

  • At the top, the Board and ExCo set the tone through vision and resourcing.
  • At the middle, managers embed SOMS into everyday structures and practices.
  • At the operational level, supervisors and personnel embody the values of professionalism, ethical conduct, and human rights in action.

By reinforcing leadership at every level, organizations demonstrate that their SOMS is credible, resilient, and continuously improving, ensuring trust from clients, regulators, and the communities they serve.