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Bridging the Gap: CISOs and Board Communication

Paul Connelly, a former Chief Information Security Officer (CISO) who now serves as a board advisor, independent director, and mentor, emphasizes a critical misalignment between security leaders and organizational boards. He identifies that many CISOs tend to concentrate on specific metrics, while boards are more interested in broader strategic insights that impact the organization as a whole.

According to Connelly, the informational needs of corporate boards differ significantly from the data-centric details often provided by CISOs. “The board doesn’t need to know the results of your phishing tests,” he asserts. Instead, board members are primarily concerned with understanding the organizational risks, strategies for mitigating those risks, progress on current initiatives, potential obstacles, and confirmation that key issues are being properly addressed.

To navigate this landscape, Connelly recommends that CISOs thoroughly analyze their board’s composition. “I coach CISOs to study their board — read their bios, understand their backgrounds, and recognize the fiduciary responsibilities they hold,” he advises. This comprehensive understanding allows CISOs to align their performance metrics with the strategic priorities of the board, transforming technical data into meaningful risk and threat assessments.

By synthesizing their findings, CISOs can create a cohesive narrative about their cybersecurity program that resonates with board members. “That high-level story — supported by measurements — is what boards want to hear, not a collection of statistics on malicious emails or critical patches,” Connelly explains. He stresses that storytelling rooted in risk analysis, rather than an overload of metrics, provides a more effective means of communication with the board, fostering a greater understanding of security initiatives within the context of overall business objectives.

Source
www.csoonline.com