How do you talk about cybersecurity risks with senior management?

Far too often, we technical folks send loads of technical data to leadership and then give long and technical answers to direct questions. The best approach I have found is: be brief, be bold, and then stop talking. "There is a 40% probability that a cyber event will impact critical system X within the next 1-3 years which could result in a business impact to revenues of $15M – $22M and a cost outlay to remediate of $3M - $7M” is a great example starting point to have an engaging and meaningful risk conversation with senior leadership. After laying out the facts, and probability ranges let them guide the discussion with questions but have your data ready and be prepared to show your math as to how you reached these conclusions.

A lot has been written on this but I can add one important thing which I have faced a lot.In my experience most of the time the organization would have gone through some changes / transition/ transformation/ business scalability and distribution/ the scalability issues etc. Most of the business users would have faced the security user experience issues. One should get aware of all these things before getting into the boardroom and should have a good understanding for a healthy and fruitful conversation.

Don't enter in board rooms as an 'IT security specialist', go as business partner for leaderships. The priorities for business are usually we set, its important for cybersecurity specialists to fit cybersecurity initiative into those business priorities without creating much hassle. For boardroom audience - Before making your pitch, collect cyberincident/crime data within that specific industry - Let your data reflect how these security pitfalls are leading legal, regulatory, financial risks - By not addressing security, explain how business can suffer in long run, affecting consumer trust too. - Present your ideas on how security can be systematically added to business lifecycle

Senior leadership talks business risk. Risk drives their decision making, including investments, business development, future M&As, and operating cost analyses. Cybersecurity professionals need to translate cybersecurity risk into business impact, and this means data around financial loss, reputational loss, as well as recovery costs. Another key element is industry statistics and historic examples - theory only goes as far, but real world examples speak much louder and relay the messages more clearly to senior leadership.

This is an issue I have thought a lot about of the last year. In my view, we (cybersecurity) serve the business. Therefore, we need to know what the business cares about; that is what 'knowing you audience' means to me. If they care about pure monetary issues, you need to put your thoughts in those terms. Spending the time learning about who you are talking to and what they care about is time well spent.

In my view, it is crucial to effectively communicate the significance of cyber security to senior management by translating the disruptions resulting from Cyber incidents into tangible business consequences. These repercussions encompass financial losses, damage to the organization's reputation, potential competitive disadvantages, and erosion of client trust. Additionally, it's important to underscore the critical factors of time required for recovery and the process of restoring business operations to normalcy. These aspects further accentuate the importance of cyber security by emphasizing the potential downtime, productivity losses, and extended disruptions that can adversely affect the organization.

People in the board room are people as well. Listen to them they like it. Once you have listened to them you know how to interact with them. If you do not have this possibility for a reason or an another, use CxO layer as coach and if that is not possible it is always possible to resort to questions like: a) How does Cyber Security enable the Revenue generation b) How does it enable our long term competitiveness. c) What would be the impact to Customer Trust in case if..... d) Would there be some areas of our business that we could not anymore participate if we would not be in compliant with X-instrument.... these are safe places to start with, but it is still just a start

For Security and Privacy risks, most senior leaders need a visual. The reality is numbers talk. Where does this risk fit, how bad could it be? Are we taking fines, imprisonment. Give them a ballpark. Personally, I really like the 5x5 risk matrix with two dimensions likelihood and severity. Also come with examples, if possible, so you can back up your risk grading if challenged.

For me it’s key for both sides to understand what you ‘actually’ care about…… Few points: 1) Collaboration is key! 1.1) Who with? 2) Business logic. 2.1) Where are you heading? 2.2) Understanding from both sides 3) Business context 3.1) Understanding from both sides 4) Success 4.1) What does good look like? 5) What does awesome look like? 5.1) How do you get there? 6) Language 6.1) Simplifying complex terms Infinity) Who cares Infinity.1) Make them care Just my two pennies worth.

Totally agree with not overwhelming your audience with too much info. Include a scope statement when defining the problem, that way the audience know potential boundaries. Great article, thank you.

Proposing workable and pragmatic solutions is an area we cybersecurity professionals often fall short. Always bear in mind that Business Leaders do not only look at 'mitigation' as the only surefire way of managing risks. So therefore, "multiple" solutions should be brought to the table with varying levels of risk reduction and accompanying cost implications without ever taking your eye off what the ultimate business objective in supporting these execs in making the right and informed decision.

When proposing solutions to cybersecurity risks to senior management, it's important to present clear and actionable recommendations that address the identified risk. Start by outlining a comprehensive cybersecurity strategy that encompasses a range of proactive measures to protect the organization's assets and mitigate risks. This strategy should include a combination of technical solutions, policies, procedures, and employee training programs. In addition, prioritize risks based on their potential impact and likelihood of occurrence. This will help focus resources and efforts on addressing the most significant threats first.

This is a mixed bag of strategies. Choose from the following: Begin with an executive summary. Show how the project aligns with business goals. Define the specific cybersecurity challenges. Emphasize the benefits and long-term value. Detail resource requirements, including budget. Provide a clear roadmap for implementation. Explain how the project reduces risks. Address compliance and legal considerations. Be ready to answer questions and concerns. Highlight key success metrics for measuring progress. Secure management's support and commitment. Conclude with actionable next steps. Encourage open discussion and feedback. Use visual aids and keep the presentation concise. Follow up to ensure understanding and readiness.

Business leaders don't need to be made aware of more problems... they are looking at ways or mitigating or minimizing risks to the business. If you are highlighting a risk, make a proposal on how to address it. I also prefer to recommend a couple of solutions. I will generally state which is my preference (as the SME, they expect me to voice an opinion) yet the c-suite typically wants to make the final decision. Again, give options. I also recommend the options list out risks for each option. Try to be as objective as possible to not give bias to make your preferred option as the only one that reads like the only viable option.

If you're not aligning it to the business mission and thus the vision, then you'll find it hard to gain support. If you cannot articulate the throughline showing why it is important to the business achieving it's goals then you'll be branded a "Chicken Little" who focuses on the sky falling. At the end of the day you need to help the business make a risk informed decision, so just focus entirely on the downside. All successful business' are constantly assessing the upside as well as the downside of any decision.

Don't become emotionally attached to your recommendation, as you may only be one of many decision points being considered. If the business chooses to proceed despite what you've told them and you've done the best you could to present an objective position then move on and commit to supporting the business as best as you can. There will always be some aspects that are beyond your control and not being emotionally wedded to your argument helps you focus on forward momentum and not living in the past.

Be concise in your delivery when communicating with senior executives by highlighting the problem and solution in a way they will not just understand - but will engage with effectively. Tell them CLEARLY why they should care and use research and statistics to support your point.

Great advice here. All I can add is a strong suggestions to learn how to tell stories. Don’t just throw out facts and figures. We need to build a narrative that resonates at an emotional level.

Provide: - First, listen and know the concerns - Second, provide a common picture - Third, add concise words requirements - Fourth, provide solution options - Fifth, rank the options, pro’s/con’s - Sixth, make a recommendation - Seventh, discuss, execute and progress Rinse and Repeat.

Understand that executives may not want to ask questions that show gaps in their understanding in front of others. Be prepared to put your words in the context of the stakeholders. Thinking in terms of the different roles (Board, CEO, COO, CFO, HR, etc.) can help you develop rapport with each of them in their own business language. There is art to framing a discussion of operational impact in the context of cost and reputation hits. Seek feedback on what should be in your reports to be meaningful to each role, and check in individually that they actually understand the message takeaways from the reports.

You will need to master the art of speaking clearly and concisely and to get your point across in the least amount of words as possible, while still emphasizing the risk. It is not an easy task, but you will probably not have much time to present your concerns to senior leadership.

When presenting to leadership, relevant communication is key. Keep it simple, think executive summary with a separate technical report: WHO is your audience and what technical knowledge do they have? WHAT does leadership care about? What are their business goals and risk appetite? WHERE is leadership taking the organization and how will their vision be impacted? WHEN will leadership hear the pitch? After layoffs? Post-breach? Timing is crucial when requesting support. WHY should leadership care? Why is this a priority needing action? Then present DECISION OPTIONS. This helps leadership to strategize and increases the likelihood of support: Option A: Accept Risk Option B: Mitigate Risk Option C: Transfer Risk Option D: Avoid Risk

Make sure you can back what you say, you won't have two chances to establish your credibility. Keep it just damn simple and make sure you it's fact based. You're not there to scare or reassure them, but to tell it like it is. It's all about being a good storyteller. Make sure your story is concise, structured and checks out. Make sure there's a clear outcome for them and that you're always solution-driven. Give them options so they can decide. Make recommendations.

Keep it simple and in an top management/executive manner. The most important point and present the most relevant informations as well as requirements from your side in order to get some feedback or decision to be taken.

When discussing best practices, do your homework about regulations that apply to the organization. Compliance may be compelling for many executives but will vary by sector and jurisdiction. They don't want the board or congress or reporters to press why they didn't follow compulsory mimimums or best practices after an event. Regulatory context is a good starting point for aligning best practices. For example, FISMA for Feds, NERC for Electric Utilities, HIPPA for Health, etc. Also, present strategies for why and how to go beyond any checklist minimum for compliance and tie the enhancements or tailoring to mitigating the risks they articulate.

In todays fast paced VUCA (Volatile, Uncertain, Complex and Ambiguous) world a cyber security professional needs to remain agile and adaptable. You must be continually listening for, and seeking feedback from the system to the impact of actions you are taking. By continually adapting to feedback you can adjust your strategy, testing and learning to stay ahead of change. The days of long term (3-5 year) planning and fixed strategies are insufficient for the fast paced world we operate in. Yes, have a vision for where you want to go in the future but know that it will never be a straight linear path.

Encourage a culture of learning from past cybersecurity incidents and near misses. Conduct post incident reviews to identify root causes, lessons learned, and opportunities for improvement. Use these insights to refine incident response plans, update security policies and procedures, and implement additional safeguards to prevent similar incidents from occurring in the future.

Direct feedback loops matter. Collect as much feedback before you talk to the board as possible to optimise your presentation. Consider using the ROTI (return of time invested) feedback model even with your board as it only takes 15 seconds to gather direct unfiltered feedback on your presentation style.

A well defined security roadmap is vital when explaining to higher management and board. It must be aligned into phase approach with clear milestones which makes easy for business to derive ROI.

Continuous improvement is vital. Gathering feedback through surveys, interviews, or other methods can help refine your communication strategy. Additionally, measuring outcomes and using data to adjust your approach will ensure that your efforts to communicate cybersecurity risks remain effective over time.

Let's not forget the power of asking better questions. This means digging deeper beyond the surface to understand the root of problems. It also encourages critical thinking and meaningful insights from conversations. With your team It also helps everyone feel valued for their insights and contributions.

You need to communicate to senior leadership that it is impossible to eliminate cybersecurity risk. They need to understand that you can reduce cybersecurity risk, but that would require investment in people, processes, controls and technology. You also need to ensure that your organization is not going to use security as a scapegoat when a breach occurs.

Resist the tendency to focus on past incidents as this will skew the conversation towards these areas. A well considered understanding of cybersecurity risk considering the wider threat landscape will most certainly be more beneficial in the longer term.

1. Business leaders actually know more about risk mgmt than you can imagine. By running a business itself, leaders are always estimating their own risks, they know threat from competition, they know their own vulnerabilities within business and so on. 2. Cybersecurity professionals should focus on enlightening business on the key assets within organization, value of those assets (qualitiative and quantitative) and give them proposed solutions as well on how to protect those assets. Business today expects cybersecurity to be their advisory and companion.

You need to speak their language. Unless you can describe the risks to them in a way that is impactful to them, you will lose your audience. Listen to a CFO describe risk and learn how she speaks the language of the business to communicate it. As a Cybersecurity Expert, your goal is to provide transparency of material risks that impact the business and propose how to treat the risk to allow senior management to make informed decisions.