Deliver The Cybersecurity Leadership 'Plus'

A few weeks ago we wrote this about the 'big picture':

Thus we come back to the big picture as a leader. It is about organizing and collaborating the work of people who might not otherwise have any reason to work together to accomplish meaningful goals. The right manager hire will understand that and promote it. The wrong hire will focus on being right (self) at the expense of leading the team (others) to get stuff done.

Point being, the 'big picture' is about building a team to accomplish meaningful goals.

That's certainly 90% of it. Unfortunately this is a stretch for many leaders -- maybe more so among technical leaders.

Why is that? Because people with high levels of technical expertise -- a.k.a. your team members -- got to where they are because they could deliver the right answer: systems admin, programming, acquisitions, product management, etc. It's difficult getting people who deliver the right answer to coordinate as a team v. be individuals who work for the same company.

As we say nearly every week, you got hired for your skills ... as an individual contributor. Moving into leadership is a new skill set that you must develop over time. 

Do you have time?

Ask yourself this: do you 'win' in cybersecurity with a 90% solution?

If your honest answer is 'yes,' then you should probably update your resume for your next job.

If the answer is 'no,' let's talk about that remainiong 10%. What might we be talking about?

Before we start, remember that as a cybersecurity leader you run a line of business not a help desk or a server farm. You're being compared to other leaders of business functions.

An HR guru we follow, JP Elliot, has this to say about that 10%. His premise is that 'executing' -- in your case, up-time, defense against phishing attacks, compliance reviews, vendor reviews, etc. -- is "table stakes": if you can't do that you will be replaced immediately.

But you don't get a bonus or more budget for executing on table stakes. 

Here is JP (at length):

The best [functional leaders] I know deliver flawless basics AND pick 2-3 initiatives that actually move the business needle:

• Drive revenue growth through targeted talent strategies

• Improve productivity with smart org and job design

• Reduce costs without cutting core capabilities

• Transform culture to accelerate results

But here's what nobody talks about: You can't deliver Execution "plus" to everyone. You have to make strategic choices about where to invest your team's capabilities.

Some business units get deep partnership. Others get solid execution. Both matter. But only one changes how you're perceived. And only one delivers business results.

Here is the key sentence: "You have to make strategic choices about where to invest your team's capabilities." 

Choose wisely to deliver that extra 10% and be a 'plus' leader. The alternative is: you execute...don't add value...and get fired for your personality.

Ask us how we can help you find the "plus" you need as a leader or in your leaders.