In the context of a CISO communicating to management and board, focusing on Clarity, Confidence, and Collaboration is far more effective than relying on Fear, Uncertainty, and Doubt (FUD). Below are strategies that embody this approach:
- Simplify Technical Language: Translate complex cybersecurity terms into clear, business-centric language. Make sure the risks and benefits are easy to grasp for non-technical stakeholders.
- Use Metrics: Quantify risks and align them with key business metrics (e.g., % of revenue or risk appetite). This frames cybersecurity as a measurable, strategic investment.
- Align with Business Goals: Map cybersecurity initiatives directly to business priorities. For example, in domains like Data Loss Prevention (DLP), Multi-Factor Authentication (MFA), and Cyber Hygiene (patch management), show how proactive security enhances overall operations.
- Proactive Approach: Highlight the importance of prevention strategies that enhance cyber resilience, rather than focusing solely on incident response. Position security as a business enabler.
- Engage Regularly: Establish routine communication with department heads and the board. Use established committees as oversight mechanisms to ensure consistent involvement.
- Storytelling: Use concise, cause-and-effect stories to showcase how security investments address real risks. Example: "X incident occurred, therefore the team responded with Y, and the outcome led to Z."
- Solicit Feedback: Engage a “Board Cyber Champion” to facilitate ongoing communication and advocacy between board meetings. Use their input to refine messaging and align with executive concerns.
MSCSIA | CISSP | CRISC | CDPSE | CEH
5 个月Nice post Brian. Personally I prefer the 3 B’s. Be Brief, Be Concise, and Be Gone! Often times CISOs have limited time in front of the Board whether you are reporting quarterly or yearly. But what is often forgotten during this process is Board members and executives have been in these Board meetings for days hearing a plethora of information from all LOBs. Focus on the risk, and the initiatives being implemented to mitigate that risk. Format it with the 3B’s and call it a day.
Global Head of Cybersecurity & Technology | Risk Management | Boardroom Certified Qualified Technology Expert (QTE) |
5 个月My feedback using 3 C's: Clear, Concise, and Capable!
Insider Risk | DLP | eDiscovery | Crisis Management
5 个月This was very interesting – thanks Brian Fricke, CISSP, CISM for sharing! Your point on communicating how DLP enhances overall business operations is an interesting call-out. DLP is a topic that can spark a lot of excitement.. especially when you can show how it is protecting your firm’s revenue generating data and strategic interests!