Half way through Q1- as a CISO, is your influence growing or shrinking?

Cyber Leadership Is About Influence, Not Just Authority

The reality is, security leaders today can’t rely on hierarchy to be effective. The best CISOs don’t just dictate security policies—they build relationships, educate their peers, and embed security into every level of the business.

1. Speak the Language of the Business

Cybersecurity teams often speak in terms of threats, vulnerabilities, and compliance, while executives think in terms of revenue, risk, and competitive advantage. If we don’t bridge that gap, security will always be seen as a roadblock rather than a business enabler.

I had to learn the language of finance, operations, and growth—not just security. When I started framing security risks in terms of financial loss, operational downtime, and brand reputation, I saw a shift. Suddenly, my recommendations weren’t just IT concerns—they were boardroom priorities.

2. Build Allies Across the Organization

Early on, I tried to push security initiatives from the top down, and I was met with resistance. But when I started collaborating with leaders across departments—HR, finance, legal, and marketing—I found champions who helped embed security into their own teams.

• Finance: Helped me quantify cyber risk in financial terms.
• HR: Partnered with me to implement security training as part of employee onboarding.
• Legal: Worked with me to align security policies with regulatory requirements.

The more allies I built, the easier it became to drive meaningful change.

3. Educate, Don’t Just Enforce

Nobody likes being told what to do, especially when security is framed as an inconvenience.

Instead of saying, “You have to implement MFA,” I started explaining, “Here’s how MFA prevents 99% of account takeover attacks and protects your data.”

The more I shifted my approach from mandates to education, the more buy-in I got. People don’t resist security because they don’t care—they resist it because they don’t understand the stakes. Our job as cyber leaders is to make security relevant to them.

4. Show Up as a Business Leader, Not Just a Security Expert

For years, CISOs have fought for a seat at the executive table. But having a seat isn’t enough—we need to use it effectively.

That means:

? Understanding business strategy, not just security threats. ? Presenting cyber risk in terms of business impact. ? Supporting innovation rather than blocking it with rigid security policies.

The best cybersecurity leaders don’t just secure the business—they enable it. And the more we position ourselves as strategic advisors rather than enforcers, the more influence we’ll have.

The Future of Cyber Leadership Is Collaborative

Looking ahead, the most effective CISOs won’t be the ones with the deepest technical knowledge—they’ll be the ones who can build relationships, influence decisions, and integrate security into the fabric of the business.

Your success isn’t measured by how well you enforce security policies—it’s measured by how well you influence the business to prioritize security.

3 Questions to ask

1. How can cybersecurity leaders measure and demonstrate the success of their influence-based approach?

Shifting from authority to influence doesn’t mean abandoning measurable outcomes. In fact, influence should have clear business impact metrics. Here are some ways to track success:

• Security Culture Metrics: Conduct employee security awareness surveys and track engagement in training programs. A higher participation rate and improved phishing test results indicate growing influence.
• Collaboration KPIs: Measure the number of cross-functional security initiatives involving HR, finance, legal, and product teams. If security is embedded in company-wide decisions, the influence is working.
• Board-Level Engagement: Track how often cybersecurity topics appear on the board agenda and whether leadership proactively seeks security input. More engagement means security is gaining influence.
• Risk Reduction Indicators: Look at improvements in key security controls, like faster patching times, fewer misconfigurations, and increased adoption of security best practices by non-security teams.

The key is to align these metrics with business goals—if leadership sees security as enabling growth rather than a compliance checkbox, your influence is making a difference.

2. What are the biggest obstacles cybersecurity leaders face when trying to build influence, and how can they overcome them?

Building influence isn’t easy, especially in organizations where cybersecurity is still seen as a technical function. Here are the most common challenges and how to tackle them:

Obstacle 1: Executives View Cybersecurity as an IT Issue

?? Solution: Speak their language. Instead of talking about “threat vectors” and “zero-trust architectures,” frame security risks in terms of financial impact, brand reputation, and customer trust. Show how security enables business continuity and market differentiation.

Obstacle 2: Resistance to Change

?? Solution: Start with small wins. If you try to overhaul security culture overnight, expect pushback. Instead, demonstrate value with quick, low-friction improvements—like securing executive email accounts with MFA or preventing unauthorized access to sensitive financial data.

Obstacle 3: Lack of Cross-Department Buy-In

?? Solution: Find internal champions. Work with leaders in HR, finance, and legal who already understand risk and compliance. Show them how strong security practices support their existing goals, whether it’s reducing fraud, ensuring compliance, or protecting employee data.

Building influence takes time, but by demonstrating how cybersecurity supports—not hinders—business growth, security leaders can overcome resistance and gain executive trust.

3. What practical steps can CISOs take to develop the business acumen needed to engage with executives effectively?

Many CISOs come from deep technical backgrounds, and while that expertise is invaluable, understanding business strategy is just as critical for gaining influence. Here’s how security leaders can strengthen their business knowledge:

? Learn Financial Fundamentals: Take a course on financial literacy or corporate finance (platforms like Coursera and Harvard Business School Online offer executive-friendly options). Understand how cybersecurity risks impact P&L statements, operational costs, and revenue streams.

? Get a Mentor from the Business Side: Partner with a CFO, COO, or another senior leader who can provide insight into how executives think about risk and decision-making. Likewise, offer to mentor business leaders on cybersecurity in return.

? Attend Business Strategy Meetings: If security is embedded in the company’s strategy from the start, it won’t be seen as a last-minute roadblock. Sit in on product development, M&A, and compliance discussions—not just security briefings.

? Read Business-Focused Publications: Stay informed on market trends, business risks, and leadership best practices by reading Harvard Business Review, McKinsey insights, or The Wall Street Journal. Security doesn’t exist in a vacuum—it’s part of a larger business ecosystem.

The best CISOs don’t just understand security; they understand the business they’re protecting. By developing business fluency, cybersecurity leaders can earn the trust of executives and drive meaningful change.