Most enterprises communicate in operational metrics and technology based reporting that does not inform business leaders in a timely manner about the risk and business impact associated with their decisions. Cyber leaders must understand that our job is to support the business and advise on the technological risks associated with certain actions. The paradigm of the CISO as the sole defender of the organization no longer exists.
When speaking with CISOs and security leaders, effective communication is the single largest point of failure within the cybersecurity leadership profession. We see countless examples of CISOs communicating in terms that alienate their stakeholders and do not inspire organizations to perform at their highest potential. The loss of confidence as a result of communication happens over time, but is one of the key contributors to the high turnover within the CISO community.
Successful cyber-leader understands that the pivot to a fully integrated security program is the only way to have success. The cyber team alone is not enough to ensure the security of the enterprise and all of its moving pieces. The struggle to drive accountability into the organization is one of the largest points of security program failure. It drives organizational fatigue within the security team and shifts focus from security to administrative tasks. Not a recommended approach while trying to account for a material skills shortage.