Leadership Under Pressure: Striking the Perfect Balance Between Toughness and Empathy in ICS/OT Cybersecurity

In the high-stakes world of ICS/OT cybersecurity, where I lead teams through the critical phases of engineering and commissioning, leadership is not just about technical expertise—it's about finding the right balance between being tough enough to uphold critical standards and being empathetic sufficient to manage a diverse team effectively.

This balance is especially crucial when overseeing the intense phases of concept design, detailed engineering, FAT, UFAT, and commissioning, where the pressure to deliver secure and reliable systems is relentless.

The Challenge of Leadership in High-Stress Environments

In our field, the margin for error is razor-thin.

Cybersecurity in industrial control systems (ICS) and operational technology (OT) environments demands strict adherence to protocols and standards.

Any deviation can lead to significant vulnerabilities, risking the success of a project and the safety and security of critical infrastructure.

Given these stakes, I have always ensured that our work meets the highest standards.

I'm uncompromising about accepting anything less than the right way of doing things. Whether resisting the temptation to cut corners or refusing to accept work that falls outside of established requirements, maintaining these standards is non-negotiable.

However, leadership is not just about enforcing rules; it's also about understanding and motivating people. This is particularly true when managing a large, culturally diverse team.

Cultural backgrounds bring different perceptions of safety, security, and work practices.

As a leader, it's my responsibility to ensure that these differences are acknowledged and managed effectively without compromising the quality or security of our work.

Balancing Toughness with Empathy

I constantly grapple with how tough it is to be with others.

On one hand, our work requires a certain level of strictness. There's no room for complacency when the security of an entire system is at stake.

On the other hand, I recognize that being overly strict can create a stressful and potentially demoralizing work environment, which is counterproductive in the long run.

I strive to strike a balance to navigate this, though I acknowledge that finding this balance can be challenging.

Being firm and approachable, demanding yet supportive, is a constant challenge.?

Here's how I work to maintain that equilibrium:

Upholding Standards Relentlessly

My commitment to maintaining high standards is unwavering.

I clarified to my team that shortcuts are unacceptable and that every detail matters. This clarity helps set expectations and ensures that everyone understands the importance of their role in maintaining security and safety.

However, enforcing these standards requires tact.

There are moments when team members, under pressure, might be tempted to take the easy route—" shortcuts".

I'm quick to address these tendencies, ensuring that quality and security are never compromised, even if it means having tough conversations.

Understanding Individual Perspectives

Managing a culturally diverse team requires sensitivity and understanding.

Each team member brings a different perspective on safety, security, and work ethics, shaped by their cultural background.

I take the time to understand these differences and work to align them with our overall objectives.

This often involves bridging cultural gaps and fostering a shared understanding of our goals.

While this process is complex, it's crucial for creating a cohesive team that works towards a common standard, no matter their backgrounds.

Being Approachable and Supportive

While strict about standards, I strive to be approachable and supportive.

I encourage open communication, allowing team members to voice their concerns or challenges without fear of retribution.

This approach helps identify and address issues early before they become more significant.

I've learned that being available to listen and offer support does not diminish my authority; rather, it strengthens the trust and respect within the team.

However, being approachable doesn't mean lowering the bar.

I make it clear that while I am always ready to help, I expect everyone to meet our high standards.

Injecting Humor and Positivity - But Without Compromising Standards

In a high-stress environment, a little humour can go a long way.

I make it a point to bring some lightness into our work, balancing the intensity with moments of positivity and camaraderie.

This helps to relieve stress and fosters a more collaborative team dynamic.

However, I'm careful to ensure that humour is balanced with the seriousness of our work.

My jokes and light-hearted moments are a way to build rapport and ease tension, but they never signal a lax attitude toward our responsibilities.

The message is clear: We can laugh and enjoy our work, but when it comes to getting the job done, there's no room for the "easy way out." The right way is the only way.

The Challenge of Maintaining This Balance

Finding this balance is a continuous process, and it's challenging.

There are days when it feels like the scales tip too far in one direction—either towards being too harsh or too lenient.

I've learned that leadership isn't about being perfect; it's about being adaptable and responsive to the moment's needs.?

Sometimes, I've leaned too heavily into being tough, only to realize it's causing undue stress on the team.

Conversely, there have been times when my efforts to be understanding and supportive have led to a perception that standards could be compromised—something I'm quick to correct.

It's a delicate dance and one that requires constant reflection and adjustment.

In summary, achieving this balance is more art than science.

It requires a deep understanding of the team, a clear communication of standards, and the ability to be both serious and light-hearted as the situation demands.

This approach allows us to maintain a productive and positive work environment, ensuring that we meet our goals without compromising the well-being of our team or the quality of our work.

Leadership Through the Project Lifecycle

Leading from concept to commissioning means being present and engaged at every project stage.

It requires a deep understanding of the technical aspects of the work and the ability to guide a team through the inevitable challenges and pressures that arise.?

During the concept and detailed engineering phases, I focus on setting clear expectations and ensuring everyone is aligned with the project's security requirements.

The pressure intensifies as we move into FAT, UFAT, and commissioning.

It's here that the balance between being tough on standards and empathetic to the team's needs becomes most critical.?

I maintain a hands-on approach at these stages, working closely with the team to troubleshoot issues, ensure compliance, and keep morale high.

This is where leadership is tested, and the balance between toughness and supportiveness can make or break the project's success.

Striving for Excellence with Compassion

In the demanding world of ICS/OT cybersecurity, particularly during the critical phases of engineering and commissioning, leadership is about more than just technical expertise.

It's about being tough enough to maintain the highest standards while being empathetic and understanding of your team's diverse perspectives and pressures.

As a leader, my goal is to achieve excellence without compromising the well-being of my team.

This requires constant reflection and adjustment, ensuring I am flexible and patient.

By maintaining this balance, we can not only meet our goals but do so in a sustainable and supportive way for everyone involved.

In the end, the success of our projects depends as much on the strength and resilience of our team as it does on our technical achievements.

By leading with both toughness and empathy, we can build a work environment that fosters high performance and high morale—a combination essential for long-term success in this field.