As I went through O'Hare Airport today I traveled from Terminal B to Terminal C. As all of us who have done so have found, there is a cool moving walkway with a soothing LED lightshow overhead. Near the end of the moving walkway is this announcement: The moving walkway is about to end. As a manager you used to hire new cyber-defenders right out of college, the military, or from other companies, and they basically knew what to do. Your responsibility was to train them on how they do things at your employer. Then they usually got the picture and more of them were at least minimally successful. The moving walkway is about to end. We talk a lot about "TAU" at Pythia Cyber, an acronym we/Brendan developed that stands for talent acquisition and upskilling. We also have discussed the four pillars of building a successful cyber-defense team: Talent, Organization, Engagement, and Development. And we've highlighted what Bhushan Sethi says about how AI will, well, obliterate t...

Behavioral Cybersecurity covers a wide range of topics; this post of ours from February 2025 gives a nice, short overview. Sadly, the only kind of Behavioral Cybersecurity that seems to grab people's attention is the Insider threat. Worse, there is the same bias that we see in the way people talk about system outages: crime gets all the attention. For system outages this means that boring old systems administration gets ignored--at least until something fails. Similarly most people focus only on malice as a kind of insider threat when accidents and negligence are right up there. (Accidents are unforeseeable incidents. Negligence is failing to follow established procedure. Malice is intentionally violating cybersecurity security for profit or satisfaction.) All three kinds of insider threat deserve your attention but we at Pythia Cyber don't agree with the approach that IT uses and which cybersecurity so often tries to adopt: we don't believe in hunting for bad apples. We be...

It is not your imagination. You are not unlucky. Hiring people for cybersecurity jobs often involves more risk and less reward than other kinds of recruiting. Frequently the cost, in time and effort, is higher and the reward, performance and tenure, is lower. There are many reasons for this. For one thing, most executives outside of cybersecurity don't know much about the field. It is a rare executive who isn't at least broadly familiar with finance, accounting, marketing and sales. It is a rare executive who is familiar with cybersecurity. You are likely not very familiar with the practice of cybersecurity because it is a relative newcomer to the C-Suite for most industries. The need has exploded. This means that there are too many openings chasing too few qualified applicants which has resulted in most of us having to settle for less than ideal candidates. Settling for less than ideal candidates means having to use proxies and guesswork instead of the tried-and-true pillars o...

Tomas Chamorro-Premuzic is back at it in a new piece about " bringing your whole self to work ."  As a cybersecurity leader, your priority is managing risks by getting the most out of your team. AI is going to smoke you like a brisket if you think it will be business as usual once you integrate AI across the organization. Instead, you need your people to be engaged, one of the four pillars of a successful cyber-defense team . But what is employee engagement, and how do I get people to buy into that? A shift in management culture starting in the '00s emphasized employee engagement as the key to business-unit productivity. I might have had something to do with that shift . An outgrowth of the shift was the idea that people who were able to be fully present at work would be more productive or happier. And certainly from a societal perspective this makes sense. Employees are not as worried as they used to be about whether they will be accepted without being strictly "nor...

Our remit in behavioral cybersecurity is to focus you on what's actually under your control. That's how you manage risk in your own career and through your cybersecurity program. The most basic thing you control is your attention. Every culture encodes this in its language: you focus attention, you pay attention, you make attention. It's a limited resource. Managing it is a form of risk management. That's why a recent post from Microsoft's Jaime Teevan, Seven Predictions , is worth your team's time. She maps out how AI is about to change the shape of work itself. All of her points are interesting, though three in particular struck us as having cybersecurity implications.  We'd add one thing she doesn't say directly: each of these shifts is also an invitation for the AI-SOC function to integrate across the enterprise, rather than sit off to the side as a standalone process. Each prediction changes what you're responsible for protecting. Here's how...

What if you could find the qualities you were looking for among your candidates faster and better? And  what if that also saved you some money and time? As a hiring manager you're always on the look-out for new talent. Or at least that's what you say you're looking for. Really, if we're being honest, you need to hire someone as a back-fill and you have a process that involves multiple weeks -- a month, maybe -- of resume review, interviews with different panels from different levels of the organization, and if you're on your game you have a technical interview/skill demonstration of some sort. And then you deliberate. And a proportion of your candidates drop out of the process because, surprise, they got offers elsewhere in the meantime. And so you make an offer to the best remaining candidate -- you know, the one who for some reason wasn't hired by someone else -- and maybe they accept it. And then more time goes by before you onboard them as you do a backgroun...