Some security teams have that one person who stands out — the friendly face who everyone sees when they walk into the building. They’re confident, they’re chatty, and they make a great first impression on visitors, clients, and managers alike.
The trouble is, behind the scenes, their colleagues often know the real story.
When it comes to actual security work — making decisions, being proactive, handling emergencies — this person is often nowhere to be found. They’re usually the first to head for the fire assembly point while others stay behind to manage the incident. In truth, many colleagues feel relieved when they disappear during a real incident. It means one less person to worry about.
The strange part is, because they’re so visible and likeable, this team member is often seen as the “face” of the whole security team. They sometimes even end up being given awards or praised by management — while the real grafters shake their heads and get on with the job.
Why This Happens
This isn’t just bad luck. Psychology has shown that we’re all prone to visibility bias — meaning we naturally remember and favour the people we see the most (1). The security officer who’s always at the front desk or chatting with visitors becomes the first name that springs to mind, even if their actual skills are lacking. Afterall the people who interact with them have no way of evaluating their real skill level.
There’s also a common mix-up between confidence and competence. Research shows that people who sound sure of themselves are often assumed to be good at their jobs (2). But talking a good game and doing a good job are two very different things, especially when lives or safety could be at risk.
Why This Matters
When hard-working, competent team members are overlooked while the least competent but most visible ones get all the praise, it damages morale. People stop expecting fairness. Some even stop putting in as much effort. Studies have shown that when employees feel their work isn’t recognised, they are far more likely to lose motivation (3).
In security, that’s a serious risk. A team’s strength depends on everyone being properly valued and trusted to do their job when it matters most.
What Managers and Supervisors Can Do
- Look beyond appearances: Good communication skills are important, but they aren’t the whole job. Notice who actually steps up when it matters.
- Talk to the team: The rest of the team usually know who’s pulling their weight and who’s not. Their feedback is gold.
- Reward actions, not just image: Make sure you recognise the people doing the hard work — not just those making the most noise.
It’s not about punishing the “talkers”, but about making sure that real skills, not just appearances, are what count. A strong security team needs people who can act — not just people who can talk.
References
¹ Tversky, A., & Kahneman, D. (1973). Availability: A heuristic for judging frequency and probability. Cognitive Psychology, 5(2), 207–232.
² Chamorro-Premuzic, T. (2013). Confidence: Overcoming Low Self-Esteem, Insecurity, and Self-Doubt. Hudson Street Press.
³ Society for Human Resource Management (2022). Employee Recognition Survey Report. Available at: State of the Workplace Study 2021-2022
