GCP – Cloud CISO Perspectives: Easing the psychological burden of leadership
Welcome to the first Cloud CISO Perspectives for March 2024. Today I’ll be highlighting a section from our newest Perspectives on Security for the Board report, focusing on the importance of developing psychological resilience in cybersecurity leadership.
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–Phil Venables, VP, TI Security & CISO, Google Cloud
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Easing the psychological burden of leadership
By Phil Venables, VP, TI Security & CISO, Google Cloud
In our fourth Perspectives on Security for the Board report, we focused on three key topics: AI and security, cyber risk management, and why organizations should care about the psychological burdens that CISOs and their teams face. While I strongly encourage you to read the full report, I’d like to talk about that third topic today.
Phil Venables, VP, TI Security & CISO, Google Cloud
The role of chief information security officer has never been an easy one. CISOs are the public face of an organization’s security team, and they sit at the nexus of the security experts, engineers, and developers who report to them, the organization’s security policies, and the executives and board of directors who they report to. They often are blamed for security breaches that occur on their watch, and yet CISOs are not fleeing their jobs — recent data suggests that, despite the stress of the role, they stay at their employer for more than four and a half years at a time.
While a CISO who has stayed with one company for five years has clearly demonstrated their dedication to defending their organization’s data and supporting its security teams, it doesn’t mean that they’re happy. High-profile data breaches are on the rise, and government agencies are imposing stricter regulatory requirements including increasing levels of legal accountability (and even personal liability) for their organization’s cybersecurity posture.
The stresses CISOs contend with can take a psychological toll, lead to poor decision-making, and even burnout. The constant stream of new threats, the knowledge that even the strongest defenses can be breached, the impacts of tight budgets and staffing on security decisions, and communicating crucial security risks with senior executives, all can create immense psychological pressure.
While these burdens can make CISOs feel isolated and unsupported, they do not exist in a vacuum. An organization’s CISO is “part of a team, part of a department, part of an organization, part of a society; and all of these systems interact to create healthy or unhealthy patterns,” we wrote in the report. We recommend that boards and executives assign a high priority to their CISOs psychological resiliency and security team “as a core component of their overall business strategy.”
In practical terms, there are several ways that boards and executives can do more to lighten the CISOs burden and achieve better business outcomes for it.
Ask open-ended questions: They can better foster meaningful dialogue and deeper insights. Instead of asking if the security team has the right budget, we suggest reframing the question: “How can we ensure our security budget aligns with our current risk assessment and business priorities?”Prioritize cybersecurity investment: Cybersecurity should be considered a core business risk, so appropriately funding an adequate budget, engaging with the CISO on budget and risk discussions at least quarterly, and investing in every level of security leadership can help address budgetary and staffing concerns.Make it broader than just the CISO: Boards and executive leaders should spread accountability among business units and other control functions, and expect as much from the chief information officer and chief technology officer as they do from the CISO, to promote strong security and resiliency investments.Invest in people: A good security posture can be strengthened with strong interpersonal development, supporting diverse personalities, and encouraging unique problem-solving skills ranging from analytical to intuitive to risk-averse. Be careful when mandating physically and psychologically taxing 24/7 on-call services, and support work-life balance for employees.Collaborate on risk management: Focus on raising risk awareness throughout your organization to foster a security mindset. Boards can challenge management to design processes and training that acknowledge human tendencies and use behavioral design nudges to make secure choices simpler.
One of our Office of the CISO directors, MK Palmore, has also recently addressed the psychological burden that CISOs must bear. He said, “It’s incumbent upon leaders to make sure that they understand that while the work is extremely important, the wellness of your employees is equally as important… If you’re not allowing them to balance their lives and responsibilities along with the workload, ultimately, you’re setting yourself up for some kind of potential failure along the chain.”
You can read previous Perspectives on Security for the Board reports here.
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