| I find that good contingency management skills are | | | | in any way. Again, only very good personal |
| vital for the success of managers / supervisors, | | | | performance, planning and good contingency skills |
| because it keeps them flexible and it really is a | | | | would get this example back on track. |
| matter of personal survival in the business place. | | | | The last example I have in relation to these subjects, |
| Another example of the original subject, would be | | | | is in reference to prioritisation in the workplace. |
| when we / I have a task or project to complete - | | | | For example I / we (I say 'we' as I believe in teams |
| for example: Building works that require security | | | | working together to accomplish tasks as I find it is |
| personnel to be a security (insurance) presence, also | | | | always the most sufficient and successful way), may |
| these personnel need to be able to direct outside | | | | have a task to complete, being that we may be |
| contractors, and be able to have enough experience | | | | planning security and risk management, for an |
| on this site in terms of building knowledge, building | | | | upcoming event, or other site works that may need |
| security system knowledge, and be trained in fire | | | | final touches and a strict timeline is in place - as this is |
| management systems etc. | | | | important to insurance and our providing of the |
| I may organise, have a brief ready, and plan to leave | | | | contract service. |
| a specific supervisor or security officer to manage | | | | Then in the middle of this planning, we may have a |
| the given project or task. But then at the final hours | | | | crisis where we may have a building / security |
| that supervisor / officer may not be available for any | | | | problem that requires solutions, quick plans, meetings, |
| given reason. | | | | and liaison with the client and outside contractor |
| Then I may need to identify another security officer | | | | services. We then have varying work conditions and |
| supervisor who possesses these skills, and because | | | | contingencies that must be addressed. |
| this is not as easy as it sounds, I may then need to | | | | We do this using prioritisation. We immediately put |
| change the security plan, briefing structure, and even | | | | the security planning on hold (knowing we may not |
| the contractor may need to be changed to another | | | | have time for any time extensions from the client/ |
| contractor. This contractor needs to be trusted, and | | | | employer), and throw ourselves into solving, helping |
| may possess very good knowledge of the site, so | | | | solve the crisis at hand. |
| they can assist the security officer in their duties in | | | | When the initial crisis is over and being monitored and |
| regard to completing the task. | | | | managed, we may be then able to do both tasks |
| If this example does happen, we again as described | | | | simultaneously so we can achieve positive results all |
| need to meet this head on with a solution, flexibility, | | | | round. |
| and consistency so again we are not found deficient | | | | |