How can cybersecurity professionals build relationships with board members?

Evite frases de efeito e abordagens genericas. Conhecer seu publico envolve estudar o negócio, entender onde est?o os principais atacantes, vulnerabilidades e pontos criticos. Uma indústria exige uma abordagem inclusiva com IoT e equipamentos legados. Institui??es financeiras a abordagem precisa incluir politicas de prote??o contra SIM Swap e device fingerprint. Empresas do ramo de saude precisam de alta prote??o ao acesso, compartilhamento e armazenamento de um grande volume de dados que inclui imagens. Em resumo, saber o que afeta e os riscos inerentes a cada setor da industria é o que criará uma conex?o com seu cliente.

My experience recommends: Speak the Business Language: Clearly articulate how cybersecurity aligns with the organization's overall business objectives Risk-Based Approach: Help board members understand the potential impact of cyber threats on the organization's reputation, financials, & operations Provide Regular Updates: Offer regular, concise updates on the organization's cybersecurity posture, including key metrics, incidents, and threat landscape changes Cybersecurity Awareness across Hierarchy Benchmark Against Peers: Provide benchmarks & comparisons with industry peers Demonstrate ROI: Show how investments in security technologies and practices contribute to risk reduction and incident mitigation

Establish rapport by communicating cybersecurity risks in business-relevant terms, emphasizing potential impacts on revenue and reputation. Regularly update board members on current threats, vulnerabilities, and the effectiveness of security measures. Align cybersecurity goals with overall business objectives to showcase its strategic importance. Offer educational sessions tailored to their level of understanding. Foster trust by providing transparent, concise reports on cybersecurity posture, ensuring the board comprehends the significance of informed decision-making in mitigating risks.

Todas as carreiras em tecnologia devem aprender a se comunicar de forma eficiente com os stakeholders, ouvimos muito sobre a dificuldade de comunica??o entre os profissionais de T.I. e outras áreas. A comunica??o eficiente, além de melhorar os resultados e facilitar a vida do profissional, irá acelerar o crescimento na carreira. Uma boa rela??o com os stakeholders irá contribuir para gerar resultados e apresentá-los de forma eficiente. Conhe?a muito sobre o business da sua empresa, entenda que o tomador de decis?o talvez n?o fale a sua língua técnica, conhe?a as pessoas que s?o relevantes e absorva seu conhecimento e vis?o.

Research the board directors' backgrounds in detail. How long have they been on your board? What other boards do they serve on? What committees are they on? Where is/was their operating career? Who are the CISOs at these other companies and what news has the board heard about them. This helps you understand them both as people and how they will approach the cybersecurity space.

Cyber Risk Quantification (CRQ) has emerged as a way to translate cybersecurity projects into financial means. CRQ alone cannot bridge the language divide, however, as board members will often seek context around how the quantitative figures were derived. When finding a common language, it is important to provide context as to where the cybersecurity projects fit within business operations so that the projected risk and the associated loss of revenue are tied back to the disruption in operations that may yield financial consequences.

When cybersecurity pros speak the same language as board members, they can have real conversations. This helps make decisions about cybersecurity easier and clearer. It also means that cybersecurity isn't just a separate thing; it's part of how the business works. By talking in terms that everyone understands, cybersecurity folks can show why security matters, explain why investments are needed, and move the company's cybersecurity plans forward.

One of the major failings of cyber security professionals ever since the profession emerged in the early part of this century is the inability to speak 'business'. I've lost count of the number of times I've heard technically brilliant people complain that that 'they are not being listened to' and 'can't get budgetary approval for critical security upgrades' when they have reported being vulnerable to a Buffer Overflow Attack or Sequel Injection. Put basically, the Board doesn't speak cyber. They speak business. If the business is about making a profit, talk cost - benefit analysis and the impacts on profit, if it's a 'not for profit' talk about the impact on the services they deliver.

Temos visto duas a??es crescentes para solucionar problemas de comunica??o e entendimento cr?nico entre profissionais tech e business. 1. Nas entrevistas, os recrutadores tem sido insistentes em analisar a habilidade de comunica??o adaptativa dos profissionais de tecnologia, para redu??o da lacuna de entendimento e; 2. A contrata??o específica de profissionais que fa?am o meio campo entre tecnologia e business, como o Business Architect, por exemplo, em que grande parte da sua fun??o é alinhar o time tech com business. Trazer clareza e trabalho colaborativo para ambas as vertentes. O profissional que n?o souber se comunicar com o pessoal de business, ficará de fora do mercado.

Boards are most concerned with financials, risk assessments / risk profile strategy, and culture. While they have many other topics of discussion, coming back to these big three will help you speak their language.

Even though technology, and therefore cybersecurity, impacts all areas of modern business operations, it is often siloed from the start due to an underlying perception that it is a technical topic. This is most evident when considering business risk, where cyber risk is treated as its own pillar outside of business risk discussions. To break the barrier, cyber professionals need to communicate the impact of their work and projects on business operations. By tying the projects to operational resilience and revenue (or revenue loss) technical professionals can bridge the barrier between their technical subject matter to the core business objectives that the board will understand.

O objetivo primordial de todo funcionário, tech ou n?o, s?o dois, gerar receita ou reduzir custos, o resto é secundário. Entender que o profissional de tecnologia deve conhecer profundamente o business da qual trabalha e compreender os objetivos da organiza??o, fará com que possa gerar resultados alinhados com a alta gest?o. O perfil de gênio indomável incompreendido, porém brilhante, só faz sucesso nos filmes. Na realidade, quem se comunica melhor ganha vantagem.

Use frameworks and relatability bridges in your board presentations. Choose a strategic framework to have your regular discussions with the board. This is the framework you will use each time, adding more information updates as you go. Using a strategic framework consistently builds credibility. Using a relatability bridge helps them understand new concepts. Saying 'This is the A of B' where A is a known risk/company/situation of B which is your topic. Board members then have a familiar construct to get started, even if not an exact match, it speeds up their understanding.

N?o se atenha somente as reuni?es e atividades agendadas para conhecer os seus colegas e a empresa. Converse com todos, fa?a perguntas, leia sobre o nicho de negócio da sua empresa, compreenda os detalhes, esteja a par das novidades do setor e converse com os tomadores de decis?o sobre novas tecnologias e métodos. Isso lhe trará oportunidades de iniciar projetos que possam trazer grandes resultados a empresa e a sua carreira.

Make sure to align with your CEO on how s/he wants the leadership team to engage the board and always keep the CEO in the loop on your conversations. Beyond that, following your board members online and asking open-ended perspective questions when you directly engage them is a good strategy. Get to know and follow the CISOs of companies who share board members with you.

As a highly technical professional, you have to make them understand what you're saying so they feel more comfortable with the subject. But sharing only technical information won't help you in any matter. It's also important that they see the value on what you're sharing. You have to provide enough data so they fully understand the goal you're trying to achieve.

CISOs and leaders who interact with the board should educate board members on cybersecurity, but recognizing that not all members have the same understanding of the topic. They should avoid technical language and instead use clear, relatable content from trusted sources like Forbes, Harvard Business Review, or Times. Regular company updates with your KPIs, etc., and short articles and real-world scenarios (as appendix items) should be shared in meetings to make complex topics accessible. Offering educational materials ensures that every board member, regardless of their initial knowledge level, becomes well-informed. This sustained educational approach is key to making cybersecurity a fundamental part of board-level decision-making.

Tailor your cybersecurity education to align with the specific business context and strategic objectives of the organization. Relate cybersecurity initiatives to key performance indicators (KPIs) and financial metrics that resonate with board members, demonstrating the tangible impact of a robust cybersecurity posture on the company's overall success. Use real-world examples and case studies to illustrate the potential consequences of cybersecurity lapses and the positive outcomes achievable through proactive measures. Encourage board members to participate in cybersecurity awareness programs, workshops, or tabletop exercises to enhance their practical understanding and preparedness.

D’après mon expérience, la démonstration est un objet permettant l’adhésion. La démonstration permet une prise en compte rapide et réelle par les membres du conseil d’administration. Cela les impliquera dans les choix de la structure, car ils en comprendront les impacts.

Continuing Professional Education / Development (CPE/D) is a basic requirement for cyber professionals under most certification schemes. Normally the emphasis is on technical training and courses and keeping up to date with the latest vulnerabilities or regulatory changes etc. But, focusing entirely on that is missing a trick. Cyber must be seen as a business function in the same way as Sales or Finance. Consequently those who manage cyber teams must be able to converse with their peers in business speak. We have taken the step of putting technical people on business focused courses such as those offered by the UK's 'Help to Grow' initiative and are even considering an MBA for top performers.

As cybersecurity practitioners, we should tell business readable Hacker Stories? to board members, speak THEIR language. Then, we need to assist them in quantifying the probability and impact of each risk scenario, aka Hacker Story?. From there on, and since they're accustomed to dealing with risks on a daily basis, they'll know how to decide, who to bring in, and which risk mitigation streams to sponsor.