Are you playing at TAG, or TAT, in your company? – Part 2

This is the 2nd and last part of this series. I hope that you have, and will, come away with some useful tips and guidelines in forming your own Threat Assessment Team (TAT) and consequently keeping your employees and customers safe.


How often should you meet?

The TAT can’t be a team that meets on an irregular basis or only when someone calls a meeting because of a perceived threat. It needs to meet regularly, usually on a weekly basis. At the very least it needs to meet monthly.

Initially it should meet weekly to go through the CMT, DRP, and risk assessment data. This should also be the time, in the initial meetings to determine what guidelines you need to follow and how an alert is to be issued.

It should also be noted that your TAT can’t allow individuals to miss meetings because they are too busy for any reason. There will always be issues that will cause someone to have to miss, sick, vacation, and other emergencies in the facility, but they need to be scrutinized and kept to a very bare minimum.

This will include all individuals involved with the TAT. From the General Manager down to the lowest hourly employee on the team. Phone calls, appointments, and the like need to be scheduled around the meetings. You should also allow for a minimum of 2 hours for meetings in the initial phase and probably an hour after it is all established.



All team members, and consequently the entire facility, need to be trained on what threats they are to deal with. From workplace violence (WPV) to cyber security issues and disasters. There are 21 warning signs for wpV and the need to learn procedures for security is also paramount.

Whether this training should be classroom, seminars, or on-line courses doesn’t matter. Whatever it takes to get the job done…right, is what is needed. You can always have a consultant or expert come in to reduce your costs if necessary. Just remember what Mike Tyson once said “Everybody has a plan, until you get punched in the mouth”.


Executive authority:

This may be one of the toughest challenges that your TAT will encounter after it is formed. Getting the executive authority to act upon and implement any changes that they recommend.

The TAT needs to have the authority and the support of senior management (the c-suite) in order to pursue and complete their mission. Without this support, they are dead’ in the water before they ever get started. Upper management needs to give them support and the authority to act upon something they find amiss.

Lip service will help no one but the C-suite and managers. If the senior management is seen, or perceived, not to be following the ideas and recommendations and doesn’t treat the team and the meetings with respect then it is dead and buried, possibly like employees may become.

This is why it is vitally important for whoever is in charge of your facility to be at every meeting, no matter how much they think it is wasting their time. With their attendance and buy in to the program they will be seen as endorsing the team and its function.

With that comes greater respect for the team and not a ‘witch hunt’ for miscreants within the company. While the fact that hourly employees are being included as well will help to reduce this perception, the senior manager on site will help it go even further.



If the recommendations will cost hundreds of thousands or millions of dollars, the company may be reluctant. But if your plans and implementation are realistic in their approach and financial costs, then you need to push it…energetically. They don’t know or understand the whole problem with workplace violence, that’s your job.

I will reiterate here, as I stated in the beginning of this series that it can be vitally necessary for you to form a TAT to discuss and formulate strategies to deal with threats from both within and outside the company. From workplace violence to riots and protests taking place down the street or at other similar businesses across your city or region.

In forming a TAT you will be a leg up on getting a handle on the issues that could potentially disrupt business operations for any reason. I’m sure that most senior managers and C-suiters will agree it’s better to plan ahead than to be caught with your pants down at the wrong moment, which you never know until it arrives. or Twitter: @robertsollars2

                                                 I May be Blind but my Vision is Crystal Clear

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