Ten Actions Highly Accomplished Security Leaders Take

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1. They position their programs proactively.
  • Have the right tools/assets/people in the right place before an incident happens
  • Understand the business & its needs
  • Pay attention to internal trends
Additional Resource: Security Leadership: Security as a Business

2. They build the right relationships – internally and externally.
chart showing difference in time spent building social networks
  • Strategic stakeholders, cross-functional team members
  • Peers from within and outside your sector
  • Public-private partnerships
  • Create win-wins
  • Adapt from others’ experiences
  • Develop preparedness networks
Additional Resource: What is the Most Important Characteristic of an Outstanding CSO/CISO?

3. They foster an environment of sharing and document what they learn from others.
chart showing that most people would use benchmark data to identify gaps in programs
  • Ask for insights and viewpoints of other leaders inside the organization and security pros from other companies
  • Synthesize shared info into a cohesive solution
  • Share their own data & experience with others who ask
Additional Resource: Finding Value in Security Benchmarking: The Current State of Comparison Research in the Security Industry

4. They continually seek new knowledge.
The Next Generation Security Leader graphic
  • The risk landscape is always changing
  • Organizatons are constantly evolving
  • Watch what senior management is watching, including world events, business trends
Additional Resource: Security Program Strategy & Operations: Emerging Issues

5. They focus on leadership issues.
Security Barometer results showing the leadership practice most important to success
  • Leadership skills cross all sectors and services
  • It’s not about security, it’s about the business
Additional Resource: Next Generation Security Leader Resources

6. They discuss risks and mitigation strategies in terms the Board "gets."
Small graphic showing categories of board level risk
  • How does the Board view risk?
  • Identify the business processes in these risk areas with security components
  • Map what the security function does to mitigate these risks
  • This creates a dotted line between what security does and what the Board cares about.
Additional Resource: Managing Enterprise-Wide Board Risk

7. They run security as a business.
Abbreviated process graphic
  • Understand their internal customers and what they want or need
  • Catalogue what security offers and its value
  • Develop KPIs to measure that value
  • Constantly communicate with stakeholders
Additional Resource: Influential Strategies for Corporate Security

8. They take care of staff and help them grow.
Chart showing Security Barometer results regarding security's biggest challenge
  • Teach staff to think strategically
  • Create a team of leaders that the organization will view as experts
  • Mentorship within the team will help draw stronger new job candidates as well
Additional Resource: Next Generation Security Program

9. They recognize their organization is different from any other
Chart showing the OPaL+ continuum
  • There is no one "best" model for security
  • The best choices for the organization will depend on:
    • Organizational Readiness
    • Program Maturity
    • Leadership Style
    • Corporate Culture
    • Risk Appetite
Additional Resource: The OPaL+ Assessment Executive Summary

10. They prepare for future trends.
  • Understand the industry and company
  • Develop a skill set that blends security, IT, business expertise and the ability to identify and evaluate emerging issues
  • Grow with the company
  • Cultivate an imagination capable of finding opportunities that will add value

Next Steps
Contact Us to discuss how we can assist you to accomplish these actions.

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