How to Communicate Cybersecurity to Executives

Have you ever tried convincing executives to invest in cybersecurity and felt like you're speaking another language? You're not alone. I've been talking a lot about AI lately, but let's get back to basics since this topic came up again the other day. When CISOs propose new cybersecurity initiatives, they often face a wall of objections that sound reasonable but may hide deeper concerns. Let's decode the top 10 executive pushbacks: Objection: "We can't afford this right now." Translation: "I don't see the immediate ROI and prefer to allocate funds elsewhere." Objection: "Our current security measures are sufficient." Translation: "I don't understand the evolving threat landscape." Objection: "We'll address it in next year's budget." Translation: "It's not a priority until a breach happens." Objection: "We've never had a security issue before." Translation: "We're relying on luck rather than proactive strategy." Objection: "Can't we just get insurance to cover cyber risks?" Translation: "I'd rather gamble on recovery than invest in prevention." Objection: "Compliance standards keep us protected." Translation: "I see security as a checkbox, not a continuous process." Objection: "Our competitors aren't doing this." Translation: "I'm more focused on keeping up appearances than on unseen threats." Objection: "Let's wait and see how the situation evolves." Translation: "I'm uncomfortable investing in something intangible until a crisis forces my hand." Here's how it plays out in the real world: A CISO I know proposed a critical security upgrade after identifying vulnerabilities that could expose customer data. The executives dismissed it, saying, "We've never had an issue before." Fast forward a few months, and the company suffered a breach that cost millions in damages, lost revenue, and shattered customer trust. The fallout was severe enough to make headlines, and recovery has been an uphill battle ever since. So, how do we turn skepticism into support? Here are some rules to flip the script: Speak Their Language: Translate technical risks into business impacts. Show how a breach could affect revenue, reputation, and shareholder value (Check out "The CISO Evolution"). Use Real-World Examples: Present case studies of companies suffering from inadequate security. Sometimes, fear of loss is a stronger motivator than promise of gain. Quantify the Risk: Use metrics and potential financial impacts to make the risks tangible. Executives respond to numbers that affect the bottom line. Align with Business Goals: Frame cybersecurity initiatives as enablers of business growth, not just as cost centers. Show how security can give a competitive advantage. Navigating executive objections isn't easy, but by understanding what they mean, we can address their genuine concerns and secure the support needed to protect our organizations. #Cybersecurity #CISO #ExecutiveLeadership #RiskManagement

"𝘞𝘦 𝘤𝘢𝘯'𝘵 𝘢𝘱𝘱𝘳𝘰𝘷𝘦 𝘵𝘩𝘪𝘴 𝘤𝘺𝘣𝘦𝘳𝘴𝘦𝘤𝘶𝘳𝘪𝘵𝘺 𝘣𝘶𝘥𝘨𝘦𝘵 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥𝘪𝘯𝘨 𝘵𝘩𝘦 𝘙𝘖𝘐." The CFO's request was reasonable but revealed a fundamental disconnect in how organizations evaluate security investments: conventional financial metrics don't apply to risk mitigation. 𝗧𝗵𝗲 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: 𝗠𝗮𝗸𝗶𝗻𝗴 𝗦𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝗧𝗮𝗻𝗴𝗶𝗯𝗹𝗲 Traditional security justifications relied on fear-based narratives and compliance checkboxes. Neither approach satisfied our financially rigorous executive team. Our breakthrough came through implementing a risk quantification framework that translated complex security concepts into financial terms executives could evaluate alongside other business investments. 𝗧𝗵𝗲 𝗠𝗲𝘁𝗵𝗼𝗱𝗼𝗹𝗼𝗴𝘆: 𝗤𝘂𝗮𝗻𝘁𝗶𝗳𝘆𝗶𝗻𝗴 𝗥𝗶𝘀𝗸 𝗘𝘅𝗽𝗼𝘀𝘂𝗿𝗲  𝟭. 𝗕𝗮𝘀𝗲𝗹𝗶𝗻𝗲 𝗥𝗶𝘀𝗸 𝗖𝗮𝗹𝗰𝘂𝗹𝗮𝘁𝗶𝗼𝗻: We established our annual loss exposure by mapping threats to business capabilities and quantifying potential impacts through a structured valuation model.  𝟮. 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲𝗻𝗲𝘀𝘀 𝗦𝗰𝗼𝗿𝗶𝗻𝗴: We created an objective framework to measure how effectively each security control reduced specific risks, producing an "effectiveness quotient" for our entire security portfolio.  𝟯. 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆 𝗙𝗮𝗰𝘁𝗼𝗿 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀: We analyzed the relationship between control spending and risk reduction, identifying high-efficiency vs. low-efficiency security investments. 𝗧𝗵𝗲 𝗥𝗲𝘀𝘂𝗹𝘁𝘀: 𝗧𝗮𝗿𝗴𝗲𝘁𝗲𝗱 𝗥𝗶𝘀𝗸 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁  • Our IAM investments delivered the highest risk reduction per dollar spent (3.4x more efficient than endpoint security)  • 22% of our security budget was allocated to controls addressing negligible business risks  • Several critical risks remained under-protected despite significant overall spending 𝗞𝗲𝘆 𝗟𝗲𝘀𝘀𝗼𝗻𝘀 𝗶𝗻 𝗥𝗶𝘀𝗸 𝗤𝘂𝗮𝗻𝘁𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻  𝟭. 𝗦𝗵𝗶𝗳𝘁 𝗳𝗿𝗼𝗺 𝗯𝗶𝗻𝗮𝗿𝘆 𝘁𝗼 𝗽𝗿𝗼𝗯𝗮𝗯𝗶𝗹𝗶𝘀𝘁𝗶𝗰 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴: Security isn't about being "secure" or "vulnerable"—it's about managing probability and impact systematically.  𝟮. 𝗖𝗼𝗻𝗻𝗲𝗰𝘁 𝗰𝗼𝗻𝘁𝗿𝗼𝗹𝘀 𝘁𝗼 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀: Each security control must clearly link to specific business risks and have quantifiable impacts.  𝟯. 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 𝗰𝗵𝗲𝗿𝗶𝘀𝗵𝗲𝗱 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀: Our analysis revealed that several long-standing "essential" security investments delivered minimal risk reduction. By reallocating resources based on these findings, we:  • Reduced overall cybersecurity spending by $9M annually  • Improved our quantified risk protection by 22%  • Provided clear financial justification for every security investment 𝐷𝑖𝑠𝑐𝑙𝑎𝑖𝑚𝑒𝑟: 𝑉𝑖𝑒𝑤𝑠 𝑒𝑥𝑝𝑟𝑒𝑠𝑠𝑒𝑑 𝑎𝑟𝑒 𝑝𝑒𝑟𝑠𝑜𝑛𝑎𝑙 𝑎𝑛𝑑 𝑑𝑜𝑛'𝑡 𝑟𝑒𝑝𝑟𝑒𝑠𝑒𝑛𝑡 𝑚𝑦 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑟𝑠. 𝑇ℎ𝑒 𝑚𝑒𝑛𝑡𝑖𝑜𝑛𝑒𝑑 𝑏𝑟𝑎𝑛𝑑𝑠 𝑏𝑒𝑙𝑜𝑛𝑔 𝑡𝑜 𝑡ℎ𝑒𝑖𝑟 𝑟𝑒𝑠𝑝𝑒𝑐𝑡𝑖𝑣𝑒 𝑜𝑤𝑛𝑒𝑟𝑠.

Here's something I work on with my clients... Selling benefits doesn't close big deals faster; here's what will. Think you're selling business value because you're selling features and benefits? Hate to break it to you, but you're only halfway there. Here's the thing: business value isn't about what your tool does for the team that uses it. It's about what your tool makes possible for the company and its executives. Let's try a quick scenario: You bump into the CFO in an elevator (you're going to floor 17, so no pressure). They clock your company logo on your polo shirt and ask, "Why are you here today?" Which answer do you think lands better? 1) "I'm helping your cybersecurity team find more indicators of compromise faster and more accurately." 2) "In talking with your security team, your expansion into Southeast Asia could face delays due to cybersecurity risks. We're here to make sure that doesn't happen so you hit your 2025 growth goals." The first one might get you a polite nod. The second? That one could get you a "tell me more." Why? The CEO, CFO, and Board don't lose sleep over how many indicators of compromise your product finds or how fast it does it. They care about things like expanding into Southeast Asia, hitting revenue growth goals, or nailing big transformation initiatives. Selling business value is about shifting the conversation: • Understand the company's big goals. What's the leadership team rallying around? • Tie your product to those goals. Don't just talk about what it does; show how it helps them influence these big goals. • Help everyone in the buying group, but rally around a north star that an executive would care about. The buying group matters, but the execs need to see how you move the needle. When you make this shift, you're not just selling a tool. You're positioning yourself as a partner in their success. That's how big deals close faster. So, challenge yourself. Are you talking about features and benefits, or are you tying your solution to something that really matters? Let's swap notes in the comments. I'd love to hear how you're approaching this!

Your shiny new cert won't get you promoted. You're technically brilliant, but stuck in the weeds. Look, I've been there. You get the CISSP or the master's degree thinking it’s the final boss. But the real bosses—the C-Suite—don’t speak in acronyms. They speak in dollars and risk. Its a trap to think the next cert is the answer. The real skill is translation. Last year, I needed a new security tool. The old way to ask? “We need to buy Brand X EDR because its detection heuristics are superior to the legacy AV solution.” Crickets. The new way? I used this ridiculously simple framework. The 3-R Framework: * Risk: "Right now, a ransomware attack could halt our manufacturing line for 3 days. That’s a potential $4M loss." * Resource: "I need $80k for one piece of software and 20 hours from Sarah's team to install it." * Return: "This investment virtually eliminates that specific $4M risk and will defintiely save us time during audits." See? Same ask. Different language. One gets you ignored, the other gets you a check. Steal this. Use it in your next meeting. Or just keep collecting certs. Your call. #Cybersecurity #Leadership #CareerGrowth #CISO #InfoSec #RiskManagement #ExecutivePresence Renee Small Alexandre BLANC Cyber Security Aaron Lax

🌟 Developing “Rizz” as a Cybersecurity Professional 🌟 I had funny conversations with my soon to be teenage son and his friends on the topic of “Rizz. It got me to thinking that many of us in cyber have no “rizz” which is why we struggle to translate cyber to non-technical business professionals. In the world of cybersecurity, having technical chops is essential, but it’s not the only thing that matters. To really make an impact, we need to develop some “rizz” – that special charm that helps us translate complex cybersecurity issues into business needs and get buy-in from leadership. Here’s how you can level up your game: 1. Speak Their Language 🗣️ Ditch the jargon. Explain how cybersecurity initiatives align with business goals. Use relatable analogies and real-world examples. 2. Build Relationships 🤝 Trust is key. Invest time in building genuine relationships with stakeholders. Understand their priorities and show them how you can help achieve them. 3. Show Value, Not Fear 💡 Avoid scare tactics. Instead, focus on the positive impact of good cybersecurity practices – like protecting the company’s reputation and ensuring business continuity. 4. Be a Storyteller 📚 Tell compelling stories about cybersecurity successes and lessons learned. Make it interesting and relatable, so your audience is engaged and understands the stakes. 5. Be Proactive 🚀 Don’t wait for issues to arise. Regularly update business leaders on potential risks and proactive measures. Show them you’re ahead of the game. Developing rizz isn’t about being slick – it’s about connecting, communicating effectively, and showing genuine value. Let’s make cybersecurity a business enabler, not just a necessity! #CyberSecurity #BusinessLeadership #CommunicationSkills #ProfessionalDevelopment #RizzInCybersecurity Would love to hear your thoughts and experiences on this! How do you translate technical details into business benefits?

Boards don’t need a threat feed. They need clarity. Here are 3 ways I’ve learned to make tech risk resonate at the executive level: 1. Lead with business impact. If it doesn’t tie to strategy, revenue, or reputation, it’s not getting airtime. 2. Keep it high signal. Boards aren’t allergic to detail—they’re allergic to noise. Prioritize the risks that actually matter. 3. Make it actionable. Clarity builds confidence. Security that isn’t understood can’t be governed. How are you helping your board make sense of digital risk? #CyberSecurity #BoardGovernance #ExecutiveLeadership

Every CISO I speak with runs into the same wall. It’s not missing patches. It’s not compliance. It’s.... budget. Since taking on my first executive role, I’ve crossed paths with some seriously brilliant minds in cybersecurity. Across a wide range of company sizes. They all have the same problem How do I get more budget to secure all of this? It can feel impossible, it isn't. Here’s what I’ve learned and how I applied it to succeed in my past roles: Translate cyber risk into business risk Demonstrate alignment of security goals with business goals Remove security as a blocker, position it as a differentiator "But my board, executives, leaders won't listen to my security pleas" I call BS. My first board presentation was 1 slide. I spoke their language, not mine, and immediately had their attention. That's it. I secured a 75% budget increase where others failed. Leveraging the new budget, I delivered a 44% reduction in measured risk and a 58% improvement in compliance within 12 months. I showed I knew my stuff, an expert, and followed through with results. Internally, your brand should signal that you're results-driven, efficient, and operate like a true executive You just happen to lead the security team, too. They invest in you, your ideas, your vision. That’s the playbook. Simple in theory. Tough in practice. If your organization is ready for a different approach, I know how to lead the way. Let’s connect.

One of my sales tactics made the Top 15 most listened-to episodes on 30 Minutes to President's Club Here's how you can use "Chunking Up" to close larger deals and get the attention of execs 👇 The problem: Most reps never meet the execs because they don't translate the problem into their language. They do all of this great discovery to find the pain for their champion. And their team. But they never "chunk up" to the business problem. ⛔️ Here's an example of where most reps mess up Let's say you sell a cybersecurity solution. And your goal is to get the CISO engaged in the deal. "Your team is spending hours manually prioritizing alerts as they come in. They're working overtime and experiencing burnout. We can help automate this so your team can get that time back for more strategic tasks." It's not terrible. But "saving time" and helping the team "be more strategic" are not a top priority for the CISO. ✅ Here's a better example Now let's take the specific problems shared previously, then "chunk up" to the business impact. Specific problem: "Your team is spending hours manually prioritizing alerts as they come in. By the time they find something critical, oftentimes days or weeks have gone by..." Executive problem: "By automating remediation, we can help you reduce the likelihood of a breach, avoid disruptions to the business, and increase stakeholder confidence in your org." ~~~~ Key idea: ALWAYS translate your conversations with champions to the business impact. You'll instantly level up your discovery and outbound messaging as well. Catch the episode with 30MPC for 14 other killer tips: https://lnkd.in/eUa6tnJG

Recently, I was sitting at the airport on my way home from a family vacation scrolling through LinkedIn and I realized that we have created an elitist industry of experts. The highly technical nature of cybersecurity and the threats we face has caused a large increase in complexity. Complexity of threat actor variations, attack vectors, tactics and techniques, vulnerabilities and exploits, etc. etc. And I think we have over engineered how we talk about it. My wife had me get a physical recently, the doctor didn’t spend an hour explaining the strategy for keeping me (relatively) healthy based on a detailed analysis of all the potential ailments someone my age could have. She asked a few basic questions, ran some tests, observed a few things and made a pretty fast and decisive observation. Why should cybersecurity be any different? Let me dumb it down for you… Bad people want to steal stuff that you have and that hurts your business. They primarily want to steal things they can monetize. E.g., customer data or trade secrets. Or just plain cash. What does that mean for you? Lost customer and regulator trust, lost competitive advantage, lost productivity and growth and well, lost cash. Board members, general counsel, founders and others don’t want to know about your latest CNAPP purchase justification and how you arrived at your complicated calculation of risk rating in the quadrants. They just want to know if their company is healthy or not. And what preventative measures they should take at a macro level. Eat better, sleep more, exercise etc. I always try to remember the Mom Test. If I can’t explain things in a way that my intelligent, well educated Mom could understand, I’m making it too complicated and I need to dial back on the jargon. #cybersecurity #complexity #ciso #cio #cto #ceo