Meaningful Mentorship Can Help Solve the Cybersecurity Talent Gap

I’ve been described as someone who’s lived many lives: competitive bodybuilder; national masters field hockey goalkeeper; quantum physics tinkerer; aspiring grape grower and winemaker in the Okanagan Valley.?

But my true passion lies in the career I’ve built over the past several decades in the complex, intricate, and fascinating world of cybersecurity. Anyone close to me will tell you that I’m never more in my element than when I’m doing forensics work and investigations. It’s like solving a big puzzle – the bigger the problem, the calmer I get.?

What I do know is that I wouldn’t have been able to fulfill my aspirations in this industry without a key element that is largely missing in cybersecurity: mentorship.

This is a significant issue – because I firmly believe that unless leaders step up and actively nurture talent in this field, cybersecurity will always have a talent gap.

Consider that this country’s skilled tech sector continues to experience steep growth, which has only been fuelled further by the pandemic. Top talent has been difficult to attract and retain; in fact, according to Statistics Canada, in the first quarter of this year, vacancies for computer and information systems professionals were up 11 per cent – representing 2,100 positions – over last year. In a recent Financial Post article, Cisco Canada president Shannon Lininger traced the growing vacancies to several factors: a lack of broad access to digital skills training, a failure to encourage kids to embrace STEM disciplines, and the fact that Canada’s tech sector is growing at twice the pace of the broader economy.

While there is much to be done, with such a small pool of qualified talent in cybersecurity, we must place a priority on nurturing those who are coming behind us through mentorship and coaching. We must engineer meaningful, concerted efforts to advise and guide those who are just embarking on their career paths.

I was fortunate to be gifted with such mentorship very early in my career, when a senior executive at a bank recognized my potential. He took me under his wing and, 30 years later, he still helps me mentally work through career challenges.

One of the biggest lessons he instilled in me is that it’s important to pay mentorship forward to the next generation of cybersecurity professionals. I believe that it’s actually our obligation as industry leaders.

Here are some of my key tips and considerations for how those of us who can provide mentorship, should:

Take the time: This one is obvious, but time is something that people often view as a barrier to meaningful mentorship. I probably get asked by at least five people a day through colleagues both past and present saying they’ve met someone really great who could either use some advice or support or who I should just take the time to meet as a potential resource. I do my best to speak with as many people as possible, as I find it both personally fulfilling and rewarding from a business perspective. We all know the cyber field doesn’t have enough resources. Taking the time to talk to and meet with people is part of the solution.?I’ve made great connections and have hired amazing, skilled individuals directly out of these initial mentorship conversations.

Let’s not get hung up on credentials: I prefer to focus not on someone’s credentials but instead on their passion and willingness to take risks. Someone who is just out of university or who may not have deep experience may be less likely to view things within a predetermined box, or fall prey to assumptions. People who view things less as problems but as possibilities or opportunities are some of the most interesting folks to connect with. My long-time mentor once advised me that, as a leader, we need to find out what people love to do and then make sure they are doing that for our organizations. Loving our work breeds success organically.

Nurture flexibility: Particularly in the world of cyber security, the ability to be dynamic and flexible is imperative. My entire career has been about constantly changing directions, backing up, and redirecting wherever needed. I don’t let the grass grow under my feet – and we should be encouraging mentees to view their career paths in the same way.

Lead from behind:?I’ll end on what’s perhaps my No. 1 leadership strategy – to lead from behind. You may be familiar with this tactic, which is often attributed to Nelson Mandela’s description of a leader as a shepherd, staying behind the flock and letting the weakest go ahead, guiding them as needed.

?For me, I like to use the analogy of my time as a goalkeeper, setting the pace for all players, directing the field. And it’s exactly the same as a leader in the workplace. There is a lot of mental and physiological training to get past stress and difficult conditions on the field, and I apply those same rules to my career?– and to how I guide those coming behind me. I love to tell my mentees that taking career risks is easier to do when someone has your back. Be that leader.

Investing in developing talent and resources is truly a win-win for everyone’s growth. What are you doing to shepherd growth in the industry? I’d love to hear others’ ideas in mentorship.?Let’s grow our leadership skills together.?