Vending Machine Cybersecurity

Most functional programs, including cybersecurity, have at least a little bit of "us v. them" going on. You know how this sounds or at least you've seen the look (not on the faces of your team of course): this job would be great if it weren't for the people we deal with.

Because let's face it the reason you have a functional program and you're not embedded or matrixed to other business units is that there is a gap between what you offer the organization and what the other business units do. 

Maybe you're even a "Center of Excellence." At the very least you have a team that focuses on specific technical skills, and there is -- apparently -- value in having your team be distinct from other business lines or units.

Here's how that plays out from their perspective, not yours: 

Yeah those people in IT, why do they call them the quote Help Desk unquote? Have you ever tried to reach those guys on Monday morning? Hey, I know someone there who is wonderful, call them not the general support line.

These are all signs that your program is a vending machine, not a partner.

If you're truly going to have a strategic role and not be a cost center, you must not burrow into the vending machine model.

Here are nine pieces of advice from our HR guru, JP Elliott, on how to do that in HR. Surely much of this applies to your cybersecurity function also:

1. Strategic HR Leaders Ask Better Questions

Strategic HR partners lead with curiosity rather than compliance. They ask questions like:

"What problem are we really trying to solve?"

"What would success look like 12 months from now?"

"Have you considered this alternative approach?"

"What are the potential unintended consequences?"

2. They Leverage Their Unique Perspective

Your cross-functional view gives you insights other leaders don't have. You see patterns across the organization. You understand the downstream impacts they might miss. You know how similar initiatives played out in other departments.

This perspective is your competitive advantage. Use it.

3. They're Willing to Have Difficult Conversations

Real value comes from helping leaders identify what they actually need, not just what they think they want. This requires courage and skill.

Yes, it's uncomfortable at first. Yes, you might get pushback. But here's the truth: you might be stuck in this pattern without realizing it.

Short-term praise for order-taking can lead to long-term pain as leaders except you to execute, no questions asked, and many talented HR leaders find themselves trapped in this cycle.

4. Making the Shift from Order-Taker to Trusted Advisor

The transition from vending machine HR to strategic partnership doesn't happen overnight, but it starts with changing how you respond to requests.

5. Before You Say Yes, Pause and Probe

When a leader comes to you with a request, resist the urge to immediately start planning how to execute it. Instead, get curious about what's driving the request.

6. Understand the Business Context

What pressures is this leader facing? What metrics are they trying to improve? What conversations are happening at the leadership level that might be influencing their thinking?

7. Present Alternatives with Data

When you identify a better solution, don't just say "no" to their original request. Present options backed by data, examples, and clear business rationale. Don’t be afraid to have a point of view and recommend one of the options as well.

8. The Courage to Challenge Respectfully

The HR leaders who become true strategic partners share one common trait: they're willing to respectfully challenge, thoughtfully diagnose, and courageously recommend better solutions.

This doesn't mean being combative or dismissive. It means approaching every request as an opportunity to solve the right problem in the right way.

9. Breaking Free: Your Path to Strategic Partnership

Your business leaders don't need a vending machine. They need a strategic partner who can see what they can't see and ask questions they haven't thought to ask.

The moment you break free from order-taking is the moment you start becoming a strategic partner. Your organization needs you to make this shift, even if they don't realize it yet.

Remember: anyone can execute orders. Only you can provide the strategic HR perspective that helps your organization solve its real challenges.

Here are two self-review steps and three subsequent actions JP recommends you take to become a strategic partner:

TWO QUESTIONS TO ASK YOURSELF:

When was the last time you challenged a business leader's request and offered a better alternative?

What would happen if you started asking "What problem are we really trying to solve?" before agreeing to every HR request?

THREE ACTIONS YOU CAN TAKE:

Start by identifying one current request where you can pause and ask better diagnostic questions before moving forward.

Next, try scheduling a conversation with one business leader to better understand the pressures they're facing and what success looks like for them.

Finally, commit to presenting one alternative solution to a current request, complete with data and business rationale.

Don't just mind the gap, reduce it.

Ask us how to become a strategic partner that other leaders want to work with.