Being a security leader is first and foremost acting as a trusted advisor to the business. This includes understanding its objectives and aligning your efforts to support and enable delivery on the wider strategy.
It is also about articulating cyber risks and opportunities and working with the executive team on managing them. This doesn’t mean, however, that your role is to highlight security weaknesses and leave it to the board to figure it all out. Instead, being someone they can turn to for advice is the best way to influence the direction and make the organisation more resilient in combating cyber threats.
For your advice to be effective, you first need to earn the right to offer it. One of the best books I’ve read on the subject is The Trusted Advisor by David H. Maister. It’s not a new book and it’s written from the perspective of a professional services firm but that doesn’t mean the lessons from it can’t be applied in the security context. It covers the mindset, attributes and principles of a trusted advisor.
Unsurprisingly, the major focus of this work is on developing trust. The author summarises his views on this subject in the trust equation:
Trust = (Credibility + Reliability + Intimacy) / Self-Orientation
It’s a simple yet powerful representation of what contributes to and hinders the trust building process.
It’s hard to trust someone’s recommendations when they don’t put our interests first and instead are preoccupied with being right or jump to solutions without fully understanding the problem.
Equally, as important credibility is, the long list of your professional qualifications and previous experience on its own is not sufficient to be trustworthy. Having courage and integrity, following through on your promises and active listening, among other things are key. In the words of Maister, “it is not enough to be right, you must also be helpful”.