If you have regular meetings with your CEO, how do you make the most of this one-on-one time? (And if you DON'T meet regularly with your CEO, how do you build/maintain sufficient influence to ensure security concerns get enough visibility?)
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Director of IT in Consumer Goods3 months ago
I am the leader of our IT Contracts team. I do not have regular meetings with our CEO. I report directly to the CIO, and he reports directly to the CEO. If there is anything he wants to raise with the CEO, he does, and he may ask me for input.As far as security concerns, our CISO updates the board regularly, including emails about security breaches with other companies. He also reports directly to the CIO, who either relays the updates or requests live updatesThis is becoming increasingly important given new SEC regulations. The CISO and CIO jointly make technology decisions and budget as necessary.
CISO3 months ago
I do not meet often with my CEO due to being able to effectively influencing the organization in many different ways. I have not ever had a problem getting the right support or budget. I think it is important to recognize the limitations of the CEO so that you are providing them with what they need to help you while simultaneously influencing the levels below them. I am happy to have a conversation with my peer. Angela Varricchio coordinates my calendar.CISO in Insurance (except health)3 months ago
When meeting with the CEO and/or the Office of the CEO, I find they are receptive to:Discussing material risks to the organization and the ongoing activities to mitigate these risks.
Illustrating business outcomes resulting from the security program, such as how IAM reduces login time and frustration for employees and customers.
Highlighting the benefits and outcomes of investments in the security program (not just metrics - real benefits).
Discussing emerging threats and other threat intelligence information and evaluating how well the security program is prepared for these challenges.
If you don't have an audience with the CEO, an effective approach that has worked for me is to engage with a security governance committee. Provide detailed reporting and meeting documentation that is be shared with the Office of the CEO, while offering to address any questions or concerns they may have. Tailoring your data and communication to emphasize positive business outcomes can capture their attention and initiate these valuable meetings or even encounters.
Although I don't meet regularly with the CEO, I make it a point to speak up in meetings with the CEO's direct reports to educate them on industry threats and potential risks to the business. This approach allows me to contribute to informed decision-making while maintaining a balanced perspective.
I use this guide below to help me share risks:
Building and Maintaining Influence with the CEO and Executives
Building and maintaining influence with the CEO and executives is crucial for ensuring your security concerns are taken seriously. Here are some key strategies:
1. Become a Trusted Advisor:
- You can showcase expertise: Deepen your knowledge in your field and stay updated on industry trends. This will position you as a reliable source of information and insights.
- Provide valuable solutions: Go beyond identifying problems and offer actionable solutions that address security concerns effectively.
- Communicate effectively: Present your ideas clearly, concisely, and with data-driven evidence to support your claims.
- Be proactive and anticipate needs: Stay ahead of potential security risks and proactively propose preventive measures.
2. Build Strong Relationships:
- Network with key stakeholders: Build relationships with the CEO, executives, and other influential individuals within the organization.
- Understand their priorities and concerns: Actively listen to their perspectives and tailor your communication accordingly.
- Collaborate and build trust: Work effectively with other teams and departments to demonstrate your collaborative spirit.
- Be a team player: Show your commitment to the organization's success and willingness to contribute beyond your immediate responsibilities.
3. Increase Visibility and Impact:
- Present your work effectively: Use compelling visuals, data, and storytelling to showcase the impact of your security efforts.
- Quantify the value of security: Translate security measures into tangible benefits for the organization, such as cost savings or risk mitigation.
- Share success stories: Highlight successful security initiatives and their positive outcomes to demonstrate the value of your work.
- Become a thought leader: Publish articles, participate in industry events, and contribute to discussions on security topics.
4. Be a Champion for Security:
- Advocate for security awareness: Promote security best practices and educate others about potential risks and vulnerabilities.
- Stay informed about emerging threats: Keep up-to-date on the latest security trends and proactively address potential threats.
- Be persistent and resilient: Don't give up easily if your concerns are initially dismissed. Continue to present your case with evidence and data.
- Build a strong security culture: Encourage open communication and collaboration on security matters within the organization.
Additional Tips:
- Be professional and respectful: Maintain a positive and constructive attitude even when facing challenges.
- Focus on solutions, not problems: Emphasize the positive outcomes of addressing security concerns.
- Be patient and persistent: Building influence takes time and consistent effort.
- Seek feedback and continuously improve: Regularly evaluate your approach and adapt your strategies based on feedback.
By consistently demonstrating your expertise, building strong relationships, and advocating for security, you can establish yourself as a trusted advisor and ensure that your security concerns receive the attention they deserve from the CEO and executives.