LP Magazine

NOV-DEC 2018

LP magazine publishes articles for loss prevention, asset protection, and retail professionals covering shrinkage, investigations, shoplifting, internal theft, fraud, technology, best practices, and career development.

Issue link: http://digital.lpportal.com/i/1053401

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Page 32 of 85

31 LP MAGAZINE | NOVEMBER-DECEMBER 2018 GETTING TO KNOW YOU Prevention Foundation. Talk about why you are involved in promoting certification in our industry. LAMB: What's the old cliché? Knowledge is power. I went through the LPC process a few years ago, and I know what a personal benefit it was for me in broadening my horizons. I can't speak for the room, but when you get to a point where you think you've learned it all, you're probably kidding yourself. Advancing our industry through education and empowerment via certification, to me, provides extraordinary leverage. I believe it's notable that the foundation is moving in the direction in which the business is moving—be it total retail loss or deescalating bad behavior. If you look at the retail change curve, it's simply phenomenal. If you consider what we were focused on three to five years ago versus today, it's materially changed and will continue to change. It's key that the foundation keep up with that change. Why? Because it empowers the men and women in this room to not just be leaders in asset protections but also leaders in their companies. For me, that's the secret sauce. MODERATOR: On a separate note, I was one of the first solution providers to get their LPC certification. Tell us the benefit that you see of solution providers getting certified. LAMB: To me, the more a solution provider knows about how my business operates and how it functions as an industry, the better equipped you are to have a more compelling value proposition when you come see me. The learnings from the foundation coursework and certification broadens a solution provider's knowledge of what's important to retailers and makes them better partners. MODERATOR: Let's talk a bit about the interactions between retailers and solution providers. What are things that contribute to a good partnership and things that do not? LANGLEY: From my perspective, it's critical to work with provider partners who are good listeners. Integrity and honesty are absolutely key. And it's also important to come to the table with solutions. LAMB: I would have to say that you know going into any significant project with a solution provider that it won't be seamless, that there will be hiccups—things that neither we nor the solution provider anticipated. And that's okay. To me, what separates the really great ones from the goods ones is that they're really quick to react to that, particularly if it's on their side of the fence. That allows you to get past whatever pain point that is and continue the project. The other thing that resonates with me is solution providers that sell me something and then they're gone. I want a partner who will stick with me even if I'm not continuing to spend money, who continue to ask if the solution is still working for me. STINDE: Let me follow up to that by telling a story. As you know, I left loss prevention for a while and went into the safety business. There were two gentlemen from Tyco who reached out to me, not to sell me something, but to see how my family and I were doing. These were guys who cared about me not because I was spending a dollar with them because at the time I wasn't. I've also had people spend time with me because they are in a new role; maybe they've moved from one company to another or from retail to the vendor side. They come tell me what they do, and we talk about my business needs. But at the end of the day, we say, "You know, there's really not an opportunity here for you. If there is, let's get back in touch and talk about it." But that time spent has built a rapport that can pay off down the road. I am a big believer that it is important to dig your well before you're thirsty. MODERATOR: Mark, let's stay with you for a second. You're in a genre of retailing that has always been susceptible to violent crime. And violent crime is up in America. How does that aspect of your job weigh on you personally? STINDE: With over 10,000 stores in the US and Canada, we have incidents in the stores. For those of you that have been associated with the safety world, you likely understand the Heinrich's triangle theory. The bottom of the triangle starts with potential risks and graduates in risk to the top of the triangle. For example, 300,000 potential risks relate to 3,000 near misses, and those relate to thirty lost-time injuries, ultimately relating to the potential for a severe if not fatal incident at the top of the triangle. When I get a call in the middle of the night from one of my people, I know it's generally because something has happened. Our focus is to mitigate incidents by investing in technology and other solutions to minimize incidents, partnering with law enforcement, and learning from industry best practices. It matters a great deal to me that we minimize the number of incidents, so it doesn't result in a severe incident at the top of Heinrich's triangle. MODERATOR: Mike, what keeps you up at night? LAMB: I think there has to be an extraordinary sensitivity to safety. I had the misfortune at one company of attending a funeral for an asset protection person who lost his life. That will sober you quickly on the reality of the need to err on the side of caution with every policy you script relative to the detention of shoplifters or whatever potentially puts your people in harm's way. At the end of the day, retail is insignificant if it means someone has to sacrifice their life over merchandise.

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