The Evolving Role of CISOs in Boardrooms
As cybersecurity becomes an increasingly vital component of business strategy, the role of Chief Information Security Officers (CISOs) is expanding beyond technical duties to include significant engagement with Cybersecurity Leaders company boards. Successful communication with boards can enhance a CISO’s career, as risk-conscious boards now seek strategic insights into cybersecurity. However, this engagement requires more than just technical jargon; it necessitates a clear understanding of how cyber risks align with broader business objectives.
CISOs often face the challenge of effectively translating technical cybersecurity risks into language that board members can understand and act upon. To address this, some CISOs, such as Stephen Bennett, the Group CISO at Domino’s, have found value in cultivating a relationship with a board advocate. This ally helps clarify the board’s priorities and fine-tune reporting methods to align with the business’s strategic goals. With guidance from his board champion, Bennett refined his reports, focusing more on strategic insights and simplifying complex terms, such as “firewall” and “NIST framework,” which some board members had difficulty grasping.
What Boards Want to Hear and How to Provide It?
Effective board engagement hinges on understanding what boards truly seek from cybersecurity leaders. According to Paul Connelly, a former CISO and current board advisor, many CISOs focus too heavily on technical metrics, such as phishing tests or patch statuses, which are less important to board members. Instead, boards want to hear about risks that the organization faces, how those risks are being addressed, and whether the company’s cybersecurity posture aligns with its business strategy.
CISOs should craft a narrative that links their cybersecurity initiatives to the broader goals of the business. This involves presenting high-level stories supported by data that show the effectiveness of security measures, rather than overwhelming the board with technical details. Understanding the composition and expertise of the board is key to tailoring these reports. Only 5% of companies have cybersecurity experts on their boards, meaning many directors may lack the technical background to fully engage with cybersecurity issues. In these cases, CISOs may need to include educational materials, such as training videos or tabletop exercises, to help bridge this knowledge gap.
Cybersecurity Leaders Building Stronger Relationships and Effective Reporting
To foster meaningful discussions, CISOs must go beyond basic “yes” or “no” responses to board questions and provide context that allows for deeper understanding. Stephen Bennett, for instance, integrates real-world examples into his reporting, showing how security investments have improved response times or reduced incident resolution efforts. This approach not only provides clarity but also demonstrates the tangible value of cybersecurity investments.
Additionally, informal interactions with board members outside formal meetings can strengthen the relationship between CISOs and directors. Building rapport through casual settings, such as one-on-one meetings or board dinners, enables board members to ask more insightful questions and understand cybersecurity issues in a broader business context. Connelly emphasizes the importance of this access, noting that it facilitates open communication and better decision-making on cybersecurity matters.
In conclusion, CISOs who can effectively communicate risks and align cybersecurity with business strategy will be better positioned to lead their organizations through the complexities of modern cybersecurity challenges. Understanding what boards want to hear—and how to speak their language—is key to ensuring that cybersecurity remains a priority at the highest levels of the organization.
