Rebuilding Trust After the CrowdStrike Cyber Crisis: An Emotional Intelligence Guide

The biggest IT outage in history has caused a ripple effect around the global infrastructure with over 8.5 million Microsoft devices affected. The costs are estimated to run over 1 billion US dollars as global banks, airlines, healthcare, and other critical infrastructure services grapple to get back online after the disruption caused by Falcon, a software update issued by the CrowdStrike cybersecurity company.

Microsoft issued a blog stating it is not their fault, but they are working hand in hand with CrowdStrike to recover from this global disaster.

The internet and media commentary are filled with should-haves, impact analysis, and pictures of thousands of tourists stranded as Delta airline staff struggle to keep pace with alternative workarounds.

Mistakes happen. Human error will continue to be part of our human evolution in the digital age. But human error, such as the malware design function in the Falcon software, has severe consequences for our critical infrastructure.

Professor Ciaran Martin , the former chief executive of the National Cyber Security Centre (NCSC), said “the worst” of the global IT outage was over but countries would “have to learn to cope” with future flaws .

What the CrowdStrike shows us is that this is not just a technical or a cyber crisis, but an emotional one. One where stakeholders are left with emotions of frustration, anger, sadness, and impatience while technical solutions are being implemented.

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Frustration for the denial of access to computers that control day-to-day operations of global airlines, healthcare institutions, and banking systems.

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Anger and sadness from tourists who have been stranded in airports because of a technical flaw. All they see is the fault in the airline that was supposed to get them from point A to B.

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Microsoft engineers who are being labeled as the faulty ones, because a third-party interconnectedness caused a major disruption in their computer devices. They are guilty by association in a world that is shaped by perception.

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And CrowdStrike whose shares closed down 11% after a major outage hit businesses worldwide being blamed for one of the worst IT outages in history.

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There is no doubt that the CrowdStrike incident has had a profound impact on various stakeholders, including employees, customers, investors, partners, regulators, and the broader community.

In the digital age, Information Technology (IT) serves as our nervous system. One malfunction has a profound ripple effect across the entire critical infrastructure sector as was demonstrated.

Blaming, pointing fingers, and looking for the black sheep to restore justice or calm down customers' emotions is an easy way out. But in times of crisis like these, we need to do better and remember our humanity in this all. Mistakes happen and yes they have severe consequences.

But it is during these times that we can join forces, become stronger together, and ensure we implement resilience 2.0.

Resilience 2.0 is not only about bouncing back from adversity, but bouncing back stronger and wiser from the challenges faced.

It is about maintaining and rebuilding trust that IT disruptions are a plausible reality in today's digital age and it is not about avoiding them. It is about ensuring we have everything in place to minimize the impact on our people, processes, and technology.

Today's blog shares how businesses, those affected, and those who are invested in proactive preparedness strategies, can use emotional intelligence to build resilience 2.0 as a leadership trait, a behavioral blueprint, and a cultural transformation within their organization.

It’s important to stop blaming and shaming each other because it only causes more problems. We need to build trust and strength instead. This blog talks about how emotional intelligence can help us do that.

Emotional intelligence means understanding and managing our own emotions and the emotions of others.

The EQ-i 2.0 model breaks this down into:

• Self-perception
• Self-expression
• Interpersonal skills
• Decision-making
• Stress management

By improving these skills, people and organizations can have better relationships, make smarter choices, and handle stress well.

Resilience 2.0 is a higher level of resilience where people and organizations don’t just bounce back from problems; they adapt, grow, and thrive. It’s about always getting better and using challenges to become stronger. Nassim Nicholas Taleb calls this "antifragility," where systems get stronger from stress and shocks.

By using the EQ principles, organizations can reach Resilience 2.0 and become better at handling crises and growing from them.

Understanding Stakeholders Through Empathy Mapping

To effectively build trust, we need to understand the perspectives and emotional experiences of each stakeholder involved. Here’s an empathy map for key stakeholders:

Employees

• Think & Feel: Anxiety about job security, frustration over the outage, concern about their role in resolving the issue.
• Hear: Communication from management, media coverage, concerns from colleagues.
• See: Disruptions in daily tasks, increased workload, possible blame.
• Say & Do: Seek clarity, express concerns, attempt to manage the crisis.
• Pain: Stress, potential burnout, fear of job loss.
• Gain: Clear communication, support from leadership, recognition for their efforts.

Customers

• Think & Feel: Worry about data security, frustration over service disruption, concern about future interactions.
• Hear: Updates from the company, news reports, peer concerns.
• See: Service interruptions, potential data breaches, communication from the company.
• Say & Do: Ask questions, seek reassurance, express dissatisfaction.
• Pain: Loss of trust, inconvenience, fear of data misuse.
• Gain: Transparency, quick resolution, enhanced security measures.

Investors

• Think & Feel: Concern about financial impact, worry about company reputation, anxiety about future investments.
• Hear: Financial news, company statements, market analysis.
• See: Stock price fluctuations, media coverage, company’s crisis response.
• Say & Do: Demand explanations, consider divesting, seek assurances.
• Pain: Financial loss, reputational damage, uncertainty.
• Gain: Effective crisis management, clear communication, future stability.

Partners

• Think & Feel: Worry about the security of shared data, concern about the impact on collaboration, frustration over the disruption.
• Hear: Updates from the affected company, partner communications, industry news.
• See: Interruptions in joint projects, potential breaches, responses from the affected company.
• Say & Do: Seek clarity, express concerns, consider alternative arrangements.
• Pain: Disrupted operations, potential security risks, loss of trust.
• Gain: Reinforced security protocols, effective communication, reassurance of continued collaboration.

Regulators

• Think & Feel: Concern about compliance breaches, need for accountability, urgency to ensure data protection.
• Hear: Reports from the affected company, media coverage, public concerns.
• See: Incident reports, compliance reviews, responses from the company.
• Say & Do: Demand detailed explanations, enforce regulations, ensure corrective actions.
• Pain: Compliance failures, public scrutiny, pressure to enforce regulations.
• Gain: Improved security measures, compliance adherence, public trust.

Community

• Think & Feel: Worry about the broader implications, concern for those directly affected, curiosity about the incident’s cause.
• Hear: Media reports, social media discussions, statements from the affected company.
• See: News coverage, social media posts, community discussions.
• Say & Do: Share opinions, seek information, express concerns.
• Pain: General uncertainty, misinformation, concern for public safety.
• Gain: Accurate information, reassurance, community support.

Self-Awareness: Recognizing Emotional Triggers

The CrowdStrike incident has triggered a range of emotions, from anxiety and fear to frustration and anger. It is crucial for everyone involved to acknowledge these emotions.

Reflection: Encourage your internal stakeholders to take time to reflect on their feelings and reactions. Understanding these emotions is the first step toward managing them effectively.

Action Points:

• Conduct regular emotional check-ins with employees: Implement weekly or bi-weekly meetings where employees can discuss their emotional state and any concerns they might have. Leverage anonymous surveys if necessary to ensure everyone feels comfortable sharing.
• Provide resources for mental health support: Offer access to counseling services, mental health hotlines, and wellness programs. Ensure employees know these resources are available and encourage their use without stigma.

Boosting Confidence: Self-Regard and Positive Affirmations

In the face of a cybersecurity breach, it is easy to feel vulnerable and inadequate. Reinforce the value and competence of all stakeholders to rebuild confidence.

Positive Affirmations: Use affirmations to bolster self-esteem and remind employees of their strengths and capabilities.

Action Points:

• Highlight past successes in overcoming challenges: Create a "Success Stories" bulletin or intranet page showcasing past incidents where the team successfully navigated crises. Regularly update it with new achievements.
• Create a culture of appreciation and recognition: Develop an employee recognition program that acknowledges efforts and achievements in real-time. This could include monthly awards, shout-outs in meetings, or a dedicated Slack channel for praise.

Transparent Communication: Emotional Expression and Openness

Transparent and honest communication about the incident and its implications is crucial. Encourage stakeholders to express their concerns and questions openly.

Setting Boundaries: Equip your employees, especially customer support staff, with assertiveness skills to help them set boundaries with empathy, particularly when dealing with blame and criticism.

Action Points:

• Provide regular updates to all stakeholders, both internal and external: Send out daily or weekly email updates detailing what has been done, what is being worked on, and any new findings. Hold town hall meetings for face-to-face updates and Q&A sessions.
• Organize open forums for questions and concerns: Schedule regular forums (virtual or in-person) where stakeholders can voice their concerns, ask questions, and receive direct responses from leadership. Use these sessions to clear up any misconceptions and reduce anxiety.

Encouraging Independent Thinking

Promote critical thinking and independent problem-solving among employees. Encourage them to take proactive measures.

Action Points:

• Implement training programs for decision-making and risk assessment: Offer workshops and online courses focused on critical thinking, decision-making processes, and risk management. Provide real-life scenarios for practice.
• Encourage proactive measures from all levels: Empower employees to identify potential risks and suggest improvements. Set up a suggestion box (physical or digital) where employees can anonymously propose solutions or flag concerns.

Strengthening Interpersonal Relationships

Foster trust through consistent, supportive interactions. Rebuilding trust requires time and effort.

• Recognizing Manipulative Behaviors: Be vigilant about manipulative behaviors that may arise in times of crisis and address them promptly.
• Action Points: Organize team-building activities: Plan regular team-building exercises, both in and out of the workplace, to strengthen bonds and improve collaboration. This could include workshops, retreats, or social events.
• Maintain transparent communication channels: Create multiple channels for open communication (e.g., dedicated Slack channels, regular newsletters, open-door policies). Ensure that all information is accurate and timely to prevent misinformation.

Empathy and Support: Understanding Perspectives

Encourage employees to understand and empathize with others' feelings and viewpoints. This can foster a sense of community and shared purpose.

Supporting Peers: Promote a supportive environment where everyone feels heard and valued.

Action Points:

• Offer training on active listening and empathy: Conduct workshops that teach active listening skills and empathy-building exercises. Include role-playing scenarios to practice these skills.
• Establish peer support programs: Develop a mentorship or buddy system where employees can support each other. This can help new or struggling employees feel more connected and understood.

Enhancing Problem-Solving Skills

Use case studies from previous IT outages to enhance problem-solving skills from a place of curiosity instead of judgement.

Practicing Responses: Conduct simulations and drills to prepare for future incidents.

Action Points:

• Hold regular problem-solving workshops: Organize sessions where both internal and external stakeholders can work through real or hypothetical problems in teams. Provide guidance on effective problem-solving techniques.
• Implement scenario planning and role-playing exercises: Regularly run drills that simulate potential incidents. Allow cross functional teams to role-play different roles and responses to better understand various perspectives and improve readiness.

Developing Critical Thinking and Reality Testing

Develop the ability to distinguish between facts and assumptions. Encourage a realistic assessment of situations.

Action Points:

• Provide training on critical thinking and analysis, especially against phishing attacks that take advantage during a time of crisis: Offer courses that focus on critical thinking skills and how to apply them in cybersecurity contexts. Include specific training on identifying and responding to phishing attacks.
• Encourage feedback loops to evaluate and improve responses: After any incident or drill, gather feedback from all participants on what worked well and what could be improved. Use this feedback to refine processes and training programs.

Managing Stress: Coping Strategies and Building Resilience

Teach effective stress management techniques to help employees cope with the stress induced by the incident.

Building Resilience: Develop resilience to bounce back from setbacks and maintain emotional stability.

Action Points:

• Organize stress management workshops: Offer sessions on stress management techniques such as mindfulness, meditation, and time management. Provide practical tools and exercises that employees can use daily.
• Provide ongoing support resources: Ensure continuous access to resources such as counseling services, stress-relief programs, and wellness initiatives. Regularly remind employees of these resources.

Maintaining Composure: Impulse Control

Encourage calm and controlled responses during crises. Avoid impulsive decisions that may exacerbate the situation.

Action Points:

• Offer training on impulse control and mindfulness: Conduct workshops that teach techniques for maintaining composure and making thoughtful decisions under pressure. Include mindfulness exercises that can be practiced regularly.
• Promote a culture of thoughtful decision-making: Encourage a workplace culture where decisions are made based on careful consideration rather than haste. Celebrate examples of well-thought-out decisions and use them as teaching moments.

Building Trust Among Stakeholders

Open Communication: Maintain transparency with regular updates and information sharing. Trust is built through honest and consistent communication.

Collaborative Approach: Involve all stakeholders in developing solutions and responses. Collaborative efforts can enhance trust and engagement.

Long-Term Commitment: Show commitment to ongoing improvement and support.

Action Points:

• Establish a communication plan that includes regular updates and feedback mechanisms: Develop a detailed plan for how and when updates will be communicated to stakeholders. Include mechanisms for receiving and addressing feedback.
• Create joint task forces to address ongoing security concerns: Form teams comprising members from different departments and stakeholders to collaboratively address security issues. Ensure these teams have the resources and authority needed to implement solutions.
• Develop a long-term strategy for continuous improvement and trust-building: Create a roadmap for ongoing improvements in security and communication practices. Regularly review and update this strategy to adapt to new challenges and feedback.

If we realize anything from the CrowdStrike incident, it is that trust can take years to build and can be shattered in a matter of seconds. Because it is not the technology that builds trust, but emotions.

In the digital age where data and access to data is the lifeline for businesses, societies, and individuals - trust to access this data in a safe and secure way is the focus.

It is never guaranteed 100%, but understanding how to leverage the power of emotional intelligence, the foundation of trust and resilience building in the digital age will help make the recovery from similar disruptions easier and reduce the impact on people, processes, and technology of future disruptions to a minimum.

We live in an era where it is no longer a question if data breaches or disruptions will happen, but when.

And the more businesses focus on building emotional preparedness, resilience, and readiness as part of a holistic cyber risk strategy, the more trust they can cultivate with stakeholders so we can evolve as a society, as businesses, and as a collective through the challenges of the digital age.

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For those seeking guidance or support on this journey, feel free to reach out to Nadja for more guidance and insights to help you prepare or recover.