The Agilient coaching and mentoring program has been crafted to create a binding link between theory to practice and strategy to action.
Just because your team may be attending training courses, it doesn’t necessarily lead to action. This is where Agilient’s coaching services are different.
Our coaching and mentoring clients are often individuals appointed to security roles without the adequate background or training. Or security may only be part of a range of competing responsibilities.
Alternatively, coaching clients have been in a role for a while but seek to work with a coach to refine their ideas and approaches to security.
For this, they need a qualified and experienced coach to guide them first to develop effective strategies and secondly towards the practical operationalisation of those strategies.
Agilient coaches support security managers and other personnel in the following aspects of security:
- Gaining senior management support and resources for the security program.
- Identifying organisational assets that need to be protected.
- Conducting security threat and risk assessments at the enterprise and facility level.
- Assessing compliance with regulation, standards and policies.
- The development of security plans.
- Change management and obtaining the engagement of all staff in the security program.
Utilising seasoned and experienced professionals, Agilient assists operators to bridge the strategic and operational aspects of all security domains including, but not limited to:
- Governance
- Information
- ICT & Cyber
- Physical
- Personnel
The GROW Model
Agilient uses the GROW methodology when offering coaching and mentoring services. The Agilent GROW methodology can be applied to particular situations as well as strategic security programs, and is outlined below:
| G | Goal | The Goal is the end point. It is where you want your security program to be positioned practically as well as culturally.
Typically, the Goal is that the security program is fit for purpose, addresses risk, is completely aligned with the organisational objectives and receives the full support of the Board, senior management and staff. The Goal has to be defined in such a way that it is very clear when it has been achieved. |
| R | Reality | The current Reality is where the security program is now.
For instance, what are the risks, issues, the challenges? What are the gaps between the current and desired states of the security program? |
| O | Obstacles | There will be Obstacles stopping the security program from where it is now to where it needs to be.
If there were no Obstacles the security program would have already reached the goal or desired endpoint already. |
| Options | Once Obstacles have been identified, the client needs to find ways of dealing with them if they are to make progress. These are the Options.
Practitioners need to be able to assess the options and choose the most suitable Option in consultation with key decision makers and at the same time achieve buy-in and support for the way forward (next step). |
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| W | Way Forward | The Options then need to be converted into action steps which will take the client to their goal. These are the Way Forward.
This is a critical stage of converting the strategy into action and is often the point at which issues can arise. Contingencies need to be in place for this and an agile approach is required to address unforeseen Realities and Obstacles. Additionally, this is the stage where a high level of communication is required with key supporters to over come Obstacles and make the goal a new reality. |