In selling security, there is one strategy for selling up to decision-makers and another for selling down to those who will be affected by policy decisions. Selling up must ensure that security's mission and the corporate mission are complementary. Security's mission must be easy for management to understand and results must be tangible. Security managers should also implement policies and procedures that can help their department demonstrate how manpower is being used or where security resources are going, establish itself as a team player rather than as the department that sets up roadblocks or stands in the way of progress, and know the company's financial state and what funds are available. Selling down involves dealing honestly and equitably and communicating with nonsecurity employees. The security department must address diversity in the work force, begin selling the security mission from the day each new employee is hired, and be receptive to feedback and new ideas.