How to train staff to challenge suspicious behaviour without creating conflict

Most physical security incidents do not start with someone forcing a door or smashing a window. They begin with someone walking into a space where they do not belong and no one feeling comfortable enough to say anything.

In busy offices, hospitals, warehouses, data centres and shared buildings, people are taught to be helpful, polite and non-confrontational. Attackers and opportunists understand this. They rely on it. A person who looks like they know where they are going is rarely challenged, even when they should be.

This is not a failure of technology. It is a failure of culture and confidence.

This guide sets out how to build a culture where staff feel comfortable to challenge unusual behaviour in a calm, professional way, without creating conflict or making the workplace feel hostile.

Why people matter more than systems

Access control, CCTV and alarms are important, but they all have limits. Doors can still be held open. Cameras record what happened, but they cannot prevent a human’s action.

People are the only control that can notice something that does not fit. A person standing in the wrong place, a visitor who seems lost, someone waiting where they should not be. These are often the first signs of a problem.

When staff are confident to act, many incidents are stopped quietly before they become serious.

Why staff hesitate

Most people do not ignore suspicious behaviour because they do not care. They hesitate because they do not want to offend someone, are unsure whether they are allowed to ask, do not know what to say, worry about getting it wrong or fear confrontation.

Criminals and insiders rely on this uncertainty. They use confidence and social pressure to move through spaces unchallenged.

What a healthy security culture looks like

In organisations that get this right, staff understand that noticing and questioning is part of their role. Managers openly support people who speak up. Challenging feels normal, not awkward and there is a clear way to escalate concerns.

Train intent, not suspicion

Staff should not be trained to judge people instead they should be trained to notice situations.

The focus should be on what someone is doing, where they are and whether it makes sense. That keeps interactions professional and avoids bias.

Give people the words

Most people freeze because they do not know what to say. Providing simple phrases removes that barrier.

“Hi, can I help you?”
 “Are you looking for someone?”
 “Do you have a badge for this area?”
 “Reception can sign you in if you need access”

These sound helpful, not confrontational, but they force a response.

How to handle a situation in practice

Notice people without visible ID, people wandering or waiting, people in restricted areas or people avoiding staff.

Engage using a neutral phrase.
Listen to the response.
If something does not add up, redirect or escalate by escorting them to reception or calling security.

Do not get into an argument hand it over at this stage.

The role of managers

This only works if managers back it up. That means making it clear that speaking up is encouraged, never criticising someone who challenges in good faith, sharing examples of when it worked and acting on concerns.

If staff think they will get in trouble for being wrong, they will stay quiet.

Where organisations go wrong

Leaving it to security alone. Giving vague instructions. Ignoring reports. Relying on technology instead of behaviour.

These undermine confidence quickly.

Why this matters

Challenging early can prevent theft, data access, safety incidents and operational disruption. It is one of the most effective and least expensive controls an organisation can put in place.

Frequently asked questions