To the public, the security officer is the company, the client, and the brand. Before a word is spoken, the uniform has already made a promise — that the person wearing it is professional, fair, and safe to be around. Public Relations is the module that teaches you to keep that promise with every person you meet, every time. How an officer treats people determines whether a post is seen as trustworthy or as a hostile, biased, legal liability.
This is a 4-hour Continuing Education module in California's 32-hour mandatory skills training for security guards. It is delivered fully online and counts toward the hours you must complete after your guard card is issued.
BPC §7583.6 / 16 CCR §643
BSIS Skills Training — Public Relations
Business & Professions Code · California Code of Regulations
This module aligns with the BSIS Skills Training Course for Security Guards and the Public Relations (Community & Customer) topic outline published under 16 CCR §643: harassment and discrimination, respect, verbal skills and crisis intervention, diversity, substance abuse and mental illness, and ethics and professionalism. It is part of the Whitestar Group Security Training Program.
How this module is built
The course is organized into six chapters that move from the people skills that prevent problems to the conduct that proves your professionalism. You will learn to recognize and respond to harassment and discrimination, to lead every interaction with respect, to talk people down with verbal de-escalation, to engage a diverse community, to respond to substance abuse and mental illness lawfully and compassionately, and to carry yourself with the ethics, appearance, and command presence the badge requires.
Nothing in this module is legal advice. Public relations conduct is governed by your post orders, your employer's policies, and federal and California anti-discrimination law. When you are unsure whether a behavior crosses a line, treat the person with dignity and report — impact matters, not intent.
Welcome · Chapter 2 of 9
Learning Objectives
~4 min read
Learning Objectives
After completing this module you will be able to represent your post and your company professionally with every kind of person you meet — recognizing harassment and discrimination, leading with respect, de-escalating with words, engaging a diverse community, responding lawfully to substance abuse and mental illness, and carrying yourself with ethics and command presence.
LO-1
Harassment & discrimination Ch 1
Identify, prevent, and respond appropriately to harassment and discrimination — by, toward, and witnessed by the officer — and know the officer's three roles: witness, recipient, and potential offender.
LO-2
Respect & attitude Ch 2
Demonstrate respect in every public interaction and recognize how stereotyping and attitude undermine officer effectiveness, replacing identity questions with behavior questions.
LO-3
Verbal skills & crisis intervention Ch 3
Apply verbal de-escalation and crisis intervention techniques — the L.E.A.P.S. model and the crisis cycle — to gain voluntary compliance and defuse conflict without force.
LO-4
Diversity Ch 4
Engage respectfully with a diverse community across race, ethnicity, religion, gender, age, disability, language, and culture — applying one standard of enforcement through many doors of communication.
LO-5
Substance abuse & mental illness Ch 5
Recognize signs of substance abuse and mental illness, distinguish them from medical emergencies, and respond with appropriate, lawful, compassionate action — recognize, do not diagnose.
LO-6
Ethics & professionalism Ch 6
Maintain ethical, professional appearance, command presence, and conduct on every shift, on and off post, on and off duty.
Every learning objective is mapped to the chapter that teaches it and is tested on the assessment. If a question feels unfamiliar, return to the chapter the objective points to before guessing.
Welcome · Chapter 3 of 9
Course Outline
~3 min read
Course Outline
The six chapters of Public Relations move from the people skills that prevent problems — recognizing bias, leading with respect, talking people down — to the conduct that proves your professionalism on every shift. Each chapter ends with field-ready takeaways and is tested on the assessment.
1
Harassment & Discrimination Title VII · ADA · ADEA · three roles
Recognizing gender and racial harassment and discrimination, the federal and California framework, equal enforcement, reporting channels, and the officer's three roles — witness, recipient, and potential offender.
2
Respect Stereotyping · attitude · the behavior test · 10-and-5
Respect as a behavior owed to everyone equally, why stereotyping is dangerous and costly, professional versus unprofessional attitude markers, and the 10-and-5 standard.
The officer's first tool is the mouth: the L.E.A.P.S. de-escalation model, tactical communication rules, the crisis cycle, and scripts that gain voluntary compliance without force.
4
Introduction to Diversity Race · religion · gender · age · disability · language
Engaging a diverse community, cultural competence habits, specific considerations by category, the ADA's two service-animal questions, and the one-standard-many-doors principle.
Recognizing impairment and mental-health crisis, distinguishing both from medical emergencies, the officer's response framework, suspected opioid overdose, and what not to do.
The officer's core ethical duties, common ethical failures, appearance and grooming standards, the five elements of command presence, and on-post, in-uniform, and off-duty conduct.
T
Assessment & Certificate 15 T/F + 20 MC · 80% each
A two-section written assessment drawn from the six learning objectives. Pass both sections at 80% to complete the module and issue your verifiable Certificate of Completion.
People · Chapter 4 of 9
Harassment & Discrimination
~45 min read
Harassment and discrimination claims are among the most expensive lawsuits in the security industry. A single complaint can cost the company a client, cost the officer their job and guard card, and cause the victim long-term harm. Officers are held to a high standard not only in how they treat others, but in what they tolerate from co-workers, supervisors, and the public around them.
The Legal Framework
The law that governs most of these situations is broad. At the federal level, Title VII of the Civil Rights Act of 1964 prohibits discrimination based on race, color, religion, sex (including pregnancy, sexual orientation, and gender identity), and national origin. The Americans with Disabilities Act (ADA) prohibits disability discrimination. The Age Discrimination in Employment Act (ADEA) protects workers 40 and older. California and local laws often add more protected categories — always defer to the most protective law that applies.
Key Definitions
Discrimination
Unequal Treatment
Discrimination — treating a person less favorably than others because of a protected characteristic (race, color, religion, sex, national origin, age, disability).
Protected class — a group legally protected from discrimination; treat the broadest definition as your working standard.
Retaliation — adverse action for reporting, participating in an investigation, or refusing unlawful conduct. Often illegal even when the underlying complaint turns out to be unfounded.
Harassment
Unwelcome Conduct
Harassment — unwelcome conduct based on a protected characteristic, severe or pervasive enough to create a hostile environment, or that conditions a benefit on submission.
Sexual harassment — unwelcome sexual advances, requests for favors, or sexual conduct. Two kinds: quid pro quo (a benefit for submission) and hostile work environment.
Officers often misjudge what crosses the line. Use this two-part test: (1) Is the conduct based on a protected characteristic? (2) Is it severe (one major event like assault) ORpervasive (a pattern of smaller behaviors)? If yes to both, it is harassment. Single offensive remarks may not meet the legal bar, but they damage trust and the company can still discipline for them.
The Officer's Three Roles
Officers can find themselves in three positions relative to harassment and discrimination. Each carries obligations.
Witness
Document what you observe — accurately and promptly.
Report it through the chain of communication.
Do not investigate on your own.
Report even if asked to stay quiet — and document the request to stay silent.
Recipient
You have the right to a workplace free of harassment.
Tell the person to stop — if it is safe to do so.
Report immediately.
Preserve evidence: texts, recordings, names of witnesses.
Offender
Intent does not equal impact.
"I was just joking" is not a defense.
If someone tells you a behavior is unwelcome, stop.
If you are unsure, do not do it.
Bias-Based Policing — Equal Enforcement
Officers must enforce post rules equally regardless of who is in front of them. Selective enforcement — issuing warnings to one demographic while ignoring the same conduct from another — is discrimination, and one of the easiest ways to lose a guard card and create civil liability for the company.
Apply the same rules the same way to everyone.
Document every enforcement action equally — names, descriptions, time, reason. Patterns in your DARs are the best defense against bias allegations.
If you notice you are reacting differently to someone based on a protected characteristic, pause. That pause is the difference between professional and career-ending.
Document, do not investigate. Officers report; HR and managers investigate. An officer who interviews witnesses, confronts the accused, or gathers evidence on their own can compromise the case, expose themselves to retaliation claims, and become a defendant. Report through your site supervisor or account manager, company HR, and — only when conduct is criminal (assault, threats, hate crimes) — local police.
People · Chapter 5 of 9
Respect
~30 min read
Respect is not a feeling — it is a behavior. You do not need to like every person you meet, but you must treat every person you meet with the same baseline of dignity. The standard is simple: would you be comfortable having a recording of this interaction played in court, on the news, or in front of the client? If the answer is no, change the behavior.
Stereotyping — What It Is and Why It Is Dangerous
A stereotype is a fixed, oversimplified belief about a group of people. Stereotyping happens when an officer responds to an individual based on the group they appear to belong to, rather than on what the individual is actually doing. Common mistakes in security: treating young people as suspicious by default, assuming a person experiencing homelessness is dangerous, reading race or ethnicity as a threat indicator, assuming someone speaking another language doesn't understand instructions, or dismissing a complaint because the complainant is underestimated.
The Behavior Test
Behavior is actionable — identity is not
Replace identity questions with behavior questions. Not "Does this person look suspicious?" but "Is this person doing something that justifies my attention?" Behavior is observable and defensible; identity is not actionable. Stereotyping costs you wrongful enforcement, lost intelligence (you miss the real threat while watching the wrong person), legal exposure, and reputational damage — a viral video, a lost contract, a lost license.
Attitude — How You Show Up
Attitude is the tone, body language, facial expression, and word choice you bring to every interaction. The public reads attitude in the first three seconds. Once a negative attitude has been read, you have to work three times as hard to recover trust.
Professional
Attitude Markers
Calm, even voice volume — not soft enough to seem weak, not loud enough to seem aggressive.
Neutral, open expression — no smirking, eye-rolling, or sighing.
Hands visible and relaxed — not resting on the duty belt by default.
Respectful address — "sir," "ma'am," "folks," or the person's name. Avoid "buddy," "chief," "sweetheart."
Active listening — let the person finish before responding.
Unprofessional
Attitude Markers
Sarcasm, mockery, or condescension.
Closed posture — arms crossed, looking down at the person.
Hand on baton, OC spray, or holster as a default position.
Talking over the person.
A knowing look shared with a co-worker mid-conversation.
Using the radio or phone while someone is speaking, except for the call you are actually on.
The 10-and-5 Standard
A simple hospitality-industry rule that works perfectly in security:
10
At 10 feet
Make eye contact, nod, acknowledge. The person knows they have been seen.
5
At 5 feet
Greet verbally with a respectful, neutral phrase: "Good morning." "Welcome." "How can I help you?"
This single habit signals attentiveness, friendliness, and command presence at the same time — and it resets your own attitude before the conversation begins.
People · Chapter 6 of 9
Verbal Skills & Crisis Intervention
~45 min read
Most security incidents are resolved with words. Officers who can talk are officers who do not have to fight. The objective of verbal skills is to gain voluntary compliance — to have the person do what is needed without escalating to physical force. Voluntary compliance is faster, safer, and cheaper than every other option, and it leaves you in a defensible position legally. The officer's first weapon is the mouth.
The L.E.A.P.S. Model
L.E.A.P.S. is a memorable, field-tested framework for verbal de-escalation.
L
Listen
Let the person speak. Do not interrupt. People who feel heard escalate less.
E
Empathize
Acknowledge the feeling without agreeing with the behavior: "I can hear that you're frustrated." Empathy is connection, not surrender.
A
Ask
Ask open-ended questions that move toward solutions: "What would help right now?" "Can you tell me what happened?"
P
Paraphrase
Restate what the person said in your own words: "So you're telling me that…" This confirms understanding and slows the conversation down.
S
Summarize
Close with what was said, what you will do, and what the person needs to do. Confirm: "Are we good?"
Tactical Communication — Five Rules
Use a name when you have one. "Mr. Garcia, I need you to step over here." Names personalize and de-escalate.
Give a face-saving way out. "Maybe you didn't know — this area is staff only. I'll point you to the right path."
Offer choices instead of commands. "You can step outside with me, or we can wait for the police. Which works better?"
Avoid trigger words. "Calm down," "relax," "whatever," and a sarcastic "sir" escalate situations. Replace them with neutral substance.
Mirror, do not match. If they are loud, you stay quiet. If they are aggressive, you stay calm. Matching their energy escalates; mirroring their topic while staying steady de-escalates.
The Crisis Cycle
Most behavioral crises follow a predictable arc. Officers who understand the cycle know when to engage, when to give space, and when to call for help.
Build-Up
Trigger → Escalation
Trigger — something sets the person off: loss, fear, frustration, drugs, mental-health symptoms.
Escalation — energy builds, voice rises, body tenses. The person is losing rational control.
Peak
Crisis
Crisis — peak agitation. Reasoning is largely impossible here.
Your job is to maintain safety and avoid adding fuel — do not try to reason.
Wind-Down
Recovery → Depletion
Recovery — energy declines and conversation becomes possible. This is the de-escalation window.
Post-crisis depletion — the person is exhausted and often embarrassed. Treat them with dignity; document here.
During the crisis stage, do not try to reason — reasoning skills are offline. Maintain space (at least one full arm's length plus one step), keep your hands visible, speak slowly, and wait for recovery. Do not crowd, do not give multiple commands at once, do not laugh or smirk, and do not lie. Calling backup or police early is a sign of skill, not weakness.
Conduct · Chapter 7 of 9
Introduction to Diversity
~30 min read
Diversity is the range of human differences you will encounter on every shift: race, ethnicity, national origin, religion, gender, gender identity, sexual orientation, age, ability, language, socioeconomic status, family structure, and culture. It is not a project or a slogan — it is the day-to-day reality of the public you serve and protect. The professional standard is straightforward: same rules, same enforcement, same respect — regardless of who is in front of you.
Cultural Competence — Three Habits
Curiosity over assumption. When you do not know how someone wants to be addressed, ask: "What's your name? How do you prefer to be addressed?"
Pause before reacting. If something feels unfamiliar — a religious garment, a holiday observance, a family dynamic — pause to verify before assuming a problem.
Adapt without abandoning standards. Be flexible in form (greeting, address, tone) while staying consistent in substance (rules, enforcement, safety).
Specific Considerations Officers Should Know
Race & Ethnicity
Document Behavior, Not Identity
Never use slang, slurs, or "casual" racial terms — even with co-workers, even off the clock in uniform.
Historical experience with law enforcement shapes how some communities respond. Patience and clarity matter more, not less.
Document interactions by clothing, behavior, and location — not primarily by race.
Religion
Protected Practice
Religious dress (head coverings, robes) is protected. Do not ask people to remove garments except as a last resort, and only when policy permits.
Prayer in public spaces, fasting, holidays, and dietary practices are not enforcement issues.
Religious symbols on private property are the owner's decision, not yours.
Gender & Orientation
Names and Pronouns
Use the name and pronouns the person provides. If unsure, ask politely once: "How would you like to be addressed?"
Same-sex couples and transgender and non-binary individuals receive the same respect and protection as any patron.
Restroom and locker-room access usually follows the person's stated gender — confirm with post orders.
Age
Behavior, Not Stereotype
Minors are not automatically suspicious. Apply behavior tests, not age stereotypes.
Elderly patrons may need patience, louder (not slower) speech, and clear written instructions.
Both age extremes can be more vulnerable to fraud, predation, and medical emergency — stay alert without being condescending.
Disability
ADA & Reasonable Accommodation
The ADA requires reasonable accommodation, including for service animals.
Mobility, communication, and assistive devices are extensions of the person — do not handle them without permission.
Some disabilities are invisible — chronic pain, mental illness, sensory differences. Take stated needs at face value.
Language
Communicate, Don't Condescend
Limited English does not equal limited intelligence.
Speak at normal volume, slow down, use short sentences, and use written words or pictures if available.
Translation apps on issued devices are fine for routine communication; request a professional interpreter for complex matters.
Service Animals — The Two ADA Questions
Service animals are not pets. Officers may ask only two questions: (1) Is the animal required because of a disability? (2) What work or task has the animal been trained to perform? Officers may not ask for documentation or require a demonstration. The operating principle for all diversity work is one standard, many doors — apply one set of post rules to every person, but meet each person in the way that fits how they actually show up.
Conduct · Chapter 8 of 9
Substance Abuse & Mental Illness
~40 min read
A significant share of the incidents officers respond to involve a person who is intoxicated, in withdrawal, in a mental-health crisis, or some combination. These situations are high-liability because the subject often cannot follow standard verbal commands — and what looks like defiance may actually be a medical or psychiatric emergency. The officer's job is not to diagnose. The officer's job is to recognize that the person needs a different kind of response, stay safe, summon the right resources, and document accurately.
Recognizing Impairment
Recognize general signs without claiming expertise in specific substances.
Uppers & Alcohol
Common Indicators
Alcohol — slurred speech, smell on breath, unsteady gait, bloodshot eyes, loud or emotional behavior, slowed reactions.
Withdrawal — sweating, shaking, vomiting, anxiety. Alcohol and benzodiazepine withdrawal can be life-threatening — call 911.
Mental Illness in the Field
You will encounter people with mental illness on most shifts. The vast majority are not dangerous — they are scared, confused, or in distress. Indicators include: speaking to people who are not there, paranoid or persecutory statements, extreme emotional dysregulation disproportionate to the situation, disorientation about time or place, flat affect, and suicidal statements or self-harm.
When in Doubt, Treat as Medical
Many medical emergencies look like intoxication or mental illness — low blood sugar (hypoglycemia) can mimic drunkenness, a stroke can cause slurred speech and a drooping face, a concussion causes disorientation, and post-seizure states can present as combative behavior. The rule: when in doubt, treat as medical and call 911. Better to over-summon EMS than leave a stroke victim on a curb because you assumed intoxication.
The Officer's 5 R's
01
Recognize
Observe the signs and note them for documentation. Recognize — do not diagnose.
02
Reduce stimulus
Turn down the radio, dim the flashlight, move bystanders back. Loud and bright make crisis worse.
03
Respect the space
Minimum one arm's length plus one step. More if the person is agitated.
04
Reach for resources
Call dispatch and request the right response: EMS for medical, crisis-trained responders for mental health, 911 for both.
05
Report
Full, accurate documentation: what you observed, what you said, what you did, the time, and who responded.
Suspected opioid overdose — call 911 immediately. Unresponsive, slow or no breathing, blue lips or fingertips, pinpoint pupils — treat as overdose until proven otherwise. If trained and equipped, administer naloxone (Narcan) per company policy; it is safe to give when overdose is suspected and has no effect on someone without opioids in their system. Effects wear off in 30–90 minutes, so stay with the person until EMS arrives. Do not handcuff or restrain someone solely for being in crisis, and never place a person face-down for prolonged periods — positional asphyxia is a real, documented cause of death.
Conduct · Chapter 9 of 9
Ethics & Professionalism
~35 min read
Ethics is the operating system that runs underneath every decision you make. The badge, the uniform, and the authority that come with them are a public trust — given by the client, the company, and the community on the assumption that you will use them honorably. This chapter turns that trust into daily practice: appearance, command presence, and proper conduct.
The Officer's Core Ethical Duties
Character
What You Owe
Honesty — tell the truth in every report, on every call, every time. A single proven lie ends most careers.
Integrity — do the right thing when no one is watching.
Accountability — own mistakes. Cover-ups are always worse than the original error.
Loyalty — to the law and ethical practice first; to client, company, and co-workers second.
Confidentiality — what happens on post stays on post (except mandatory reporting). No social media, no "war stories," no leaking client information.
Common Ethical Failures — and the Standard That Prevents Them
Do
Walk every checkpoint and log it honestly, even if it makes you look less productive.
Decline gifts politely and document the offer in the DAR.
Notify your supervisor and request relief if fatigue impairs you.
Keep personal phone use to breaks.
Don't
Falsify patrol logs ("pencil-whipping") — it can be criminal fraud.
Sleep on post — never acceptable.
Post about clients, posts, or incidents on social media — one post can end the contract and the career.
Use your position for personal gain — no discounts, no favors.
Disclose
Offers of gifts or favors from patrons or tenants.
Off-duty relationships that could create a conflict of interest.
Criminal arrests or citations, per company self-report rules (often 24–72 hours).
Any condition that could impair fitness for your next shift.
Appearance & Command Presence
Your appearance is the first message you send — before a word is spoken, the public has judged competence, attention to detail, and the entire company. Command presence is the combination of posture, expression, voice, and movement that communicates competence and authority without aggression.
Appearance
The 60-Second Mirror Check
Uniform clean and pressed, shirt tucked, no mixing of items from different employers.
Boots polished and laced; patches, badge, and name tag positioned and secure.
Grooming — hair neat, nails trimmed, fresh breath, no overpowering scent.
Equipment — radio, flashlight, body camera, notebook present, functional, secured.
Command Presence
Five Elements
Posture — stand tall, shoulders back, head up; no slouching or hands in pockets.
Eye contact — steady and respectful, not staring, not avoiding.
Voice — calm, audible, paced; lower the pitch to signal authority without volume.
Movement — deliberate; walk with purpose.
Composure — even temperament under pressure.
Proper Conduct
Proper conduct turns ethics, appearance, and command presence into reliable performance — on post (arrive 10–15 minutes early, stay in position to perform your duties, patrol on schedule, keep DAR entries throughout the shift, hand off cleanly), in uniform off post (the uniform represents the company everywhere — pay for what you take, use polite language, no alcohol in uniform under any circumstance), and off duty (no social media about clients or incidents; self-report arrests per policy; substance use must not impair the next shift).
The Recording Rule. Assume every word you say in uniform, every action you take on post, and every interaction you have is being recorded by someone — body camera, CCTV, cell phone, or witness memory. The officer who behaves the same whether a camera is on or off is the officer who keeps the badge.