{"id":61,"date":"2022-02-01T16:51:06","date_gmt":"2022-02-01T16:51:06","guid":{"rendered":"http:\/\/localhost\/wordpress\/?p=61"},"modified":"2025-03-11T14:08:19","modified_gmt":"2025-03-11T14:08:19","slug":"we-all-need-a-stronger-cybersecurity-posture-heres-how-hint-first-its-a-mindset","status":"publish","type":"post","link":"https:\/\/origin-www.paloaltonetworks.in\/perspectives\/we-all-need-a-stronger-cybersecurity-posture-heres-how-hint-first-its-a-mindset\/","title":{"rendered":"We All Need a Stronger Cybersecurity Posture. Here\u2019s How. (Hint: First, It\u2019s a Mindset)"},"content":{"rendered":"

As business leaders, we\u2019ve been coached to avoid seeing things solely in black-and-white terms, and to strive for a more nuanced, contextualized view of problems and opportunities. But sometimes, when it comes to ensuring a stronger cybersecurity posture, things really do boil down to \u201cyes\u201d and \u201cno.\u201d<\/p>\n

Yes, providing good cybersecurity defenses for your organization is really hard, probably harder today than ever\u2014and likely even harder in the future. Yes, we will all need more resources to achieve a stronger security posture, with more teamwork and more creativity.<\/p>\n

No, it doesn\u2019t have to be insurmountable, with cybersecurity leaders fixating on problems and excuses. No, we don\u2019t have to become victims of our circumstances or our organization\u2019s limitations.<\/p>\n

We security leaders can win this fight. But not without a change in strategy. And that strategic shift begins with a shift in mindset.<\/p>\n

As much as escalating complexity is a fact of life in cybersecurity for both technical and non-technical executives, I believe\u2014no, I know for a fact\u2014that the overwhelming majority of attacks occurring today can and should be prevented without wringing our hands, begging for unlimited funds and getting approvals to hire more staff (which we probably won\u2019t be able to find, anyway). After years or even decades of fighting a tough fight against a committed, clever and well-resourced adversary, perhaps it\u2019s time to remember the words of Franklin Delano Roosevelt: \u201cAll we have to fear is fear itself.\u201d<\/p>\n

Don\u2019t fear cyberattacks. Respect them, be wary of them and prepare for them. As important as investing in the right technologies, services and staff are, success begins and ends with having the right mental approach to the problem.<\/p>\n

3 Steps To Preventing Cyber Attacks and Overcoming Threats Today<\/h2>\n

Chief information security officers (CISOs) and other senior cybersecurity executives need to step up with a concerted, back-to-basics approach to winning the escalating battle against attackers. That defense requires hearty collaboration among the CISO\u2019s team, the IT organization, end users, the C-suite business leaders and the board. So fundamentally, preventing cyberattacks relies on the cybersecurity leadership\u2019s ability to gain the confidence and trust of all around them.<\/p>\n

Building this trust requires a \u201cTeam First\u201d mentality as well.\u00a0 Make sure that your team includes not only members of the security team, but also members of all of your peer teams, your suppliers, and members of company leadership and the board.\u00a0 You can do none of this without a strong team!<\/p>\n

There are three key ideas that help ensure you build the trust you need:<\/p>\n

    \n
  1. Focus maniacally on the goal, and block out distractions:<\/b> All too often we allow ourselves to lose focus by doing things that are tangential to our core mission\u2014keeping our organizations \u201cdigitally safe.\u201d It takes a lot of effort to block out distractions, especially when many of them seem to be relevant and even valuable. Take industry conferences, for instance. Before the pandemic, it seemed like there was a security conference, seminar or trade show every week. Even as those in-person events transitioned to virtual, it still was easy to attend or even speak at tons of conferences. While those events often have value, you can spend far too much time on them. Even writing this article takes time and energy, and I have to constantly check myself to ensure I\u2019m devoting the right resources to my main job.<\/li>\n
  2. Selling is not \u201cbeneath you.\u201d Good salesmanship is a hallmark of cybersecurity leadership:<\/b> Selling is not just for salespeople. We all have to sell\u2014our ideas, our proposals, our recommendations, our cautions\u2014to get what we need. In a way, my current situation is a bit unique, in that I work for a company where management is inclined to give me what I tell them what I need. That\u2019s due both because (A) they understand the intrinsic threat of cyberattacks, and (B) I usually don\u2019t over-sell. So when they hear me coming to ask for something, they know we\u2019ve\u00a0 done our due diligence and we believe\u2014strongly\u2014that we\u2019re asking for something to support the organization\u2019s core mission.<\/li>\n
  3. Politics is not a dirty word, because you have to build unshakable coalitions inside and outside the organization:<\/b> Being politically savvy requires many of the same skills as good salesmanship, in that you need to be thoughtful and persuasive, understand how your need fits into the big picture and be unafraid of making bold, aggressive recommendations if that\u2019s what\u2019s required. The difference is that you need alliances\u2014internal and external political alliances\u2014in order to keep you from having to oversell your proposal to get it taken seriously. Internally, you need the support and confidence of business leaders, both in the C-suite and among rank-and-file stakeholders who have to pay for your proposals. Externally, you should build relationships with industry groups, regulators, channel partners, customers, law enforcement and any other people or group that influence how you and your team are perceived.<\/li>\n<\/ol>\n

    How This Works in the Real World<\/h2>\n

    Let me give you an example of an error in judgement I once made, and how I learned from it. I previously led cybersecurity at a software company where security, while important, was not typically at the top of the list when it came to business initiatives. I am hardly alone in saying that software development leaders often regard security functionality as fine, except when it is perceived to either impact development schedules or create a perceived \u201cfriction\u201d among users of the software.<\/p>\n

    The person who I replaced wasn\u2019t aggressive when it came to pushing for Important, well-researched investment proposals. They would ask once, and if turned down, they wouldn\u2019t push any farther. So when I got there, I didn\u2019t realize that executive leadership and software engineering expected me to follow the same pattern. Mistake number one by me, for not understanding the political reality.<\/p>\n

    I felt the organization needed to commit to a new approach, a more aggressive posture when it came to security. On the day of my proposal to management and the board, I was ready.<\/i> My proposal was crammed with data, diagrams and stories, and I pitched my heart out. But my impassioned pitch was met with\u2026crickets. Members of the executive cabinet took the opportunity to change the agenda more towards their desired outcomes.\u00a0 I completely lost the room and wasn\u2019t taken seriously.\u00a0 I received one lukewarm question, was thanked for my time, and everyone filed out of the room. I was crestfallen, and confused. Mistake number two by me, for not understanding the dynamics, attitudes and biases of the audience I was selling to.<\/p>\n

    As everyone was leaving the meeting, I asked the COO to hang back for a minute. \u201cWhat did I do wrong?\u201d I earnestly asked. Thankfully, he gave it to me straight. \u201cYou asked us to build the Taj Mahal, and we really don\u2019t think we need all that.\u201d This was a huge lesson for me\u2014my approach to my presentation was all wrong, and it wasn\u2019t just in my salesmanship in that room. I had also let the team down by not understanding the rules and how we could be successful inside the dynamics of those rules.\u00a0 I didn\u2019t realize that we could only get to our goals with a measured, incremental approach, even if the reason they hired me was an acknowledgement was that things were broken and needed to be fixed.\u00a0 In hindsight, I think the organization believed that things were \u201cokay\u201d because of how previous leadership had approached selling security.<\/p>\n

    Instead of trying to boil the ocean (and get the company to pay for my perceived extravagance), I decided to carve out one thing that would make a difference. That wasn\u2019t an acknowledgement that I needed to be timid, quite the opposite in fact. My goal was 100% correct, but my tactics were wrong. I took my scaled-down initiative, got approval and the team knocked it out of the park in the implementation phase. That success gave us more credibility to do another phase of the project, then another\u2026and before long, we had built a very successful program to protect the business.\u00a0<\/p>\n

    Lessons We All Need to Learn to Achieve a Stronger Cybersecurity Posture<\/h2>\n

    It\u2019s one thing to set a bold agenda and create a more aggressive posture around cybersecurity. But if you can\u2019t get it approved and implemented, what\u2019s the point? Here are a few lessons learned to help you adopt the right mindset.<\/p>\n

    First, keep in mind that good security is mostly about visibility.<\/b> And by visibility, I mean both being able to see and understand the cyber risks, and to give your leadership visibility into both the risks and the solutions.\u00a0 Finding ways to illustrate risk-reward is critical. This is also very difficult; lean on your peers and suppliers to help.<\/p>\n

    Second, don\u2019t try to do everything at once.<\/b> That may sound like the opposite of adopting an aggressive mindset, but you need to stay focused on the end goal, which can only be achieved through a rational road map. It might take a bit longer than you\u2019d hope for, but it\u2019s the best way to accomplish big goals. If you show leadership a positive return on one project, getting the next one or three approved gets easier.<\/p>\n

    Finally, concentrate on risks and rewards.<\/b> If someone in one of our business units wants to take critical infrastructure data and put it in the cloud rather than in an on-premises environment, you have to be prepared to provide your own guidance based primarily on risks and rewards. Only through a sober, data-driven analysis of pros and cons can you make security decisions that move the needle.<\/p>\n

    \n

    Gary Johnson is Senior Director of Security and Infrastructure at Evergy, a major investor-owned electric utilities provider.<\/i><\/p>\n","protected":false},"excerpt":{"rendered":"

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