Why do cybersecurity leaders need to trade their technical toolbelts for business suits (but keep the tools handy)?

The Great CISO Transformation

Imagine that you are a Chief Information Security Officer (CISO) at a dinner party, and someone asks what you do. Ten years ago, you might have said, "We're like security guards who make sure hackers don't break into computer systems." Today? Well, that would be like saying a symphony conductor "just waves a stick around”.

To continue with the analogy, the modern CISO is more akin to the conductor of a complex orchestra, where the violins represent your IT department, the brass section represents your compliance team, and the percussion is your incident response crew, ready to jump into action when things get loud :)

Having spent years helping organizations build their cybersecurity programs from the ground up, I've witnessed this slow transformation. The CISOs who thrive today aren't just the ones who can spot a phishing email from a mile away (though that might help); they are the ones who can explain to the CEO why that new cloud project is like “moving from a house with deadbolts to a smart home with facial recognition” – potentially more secure, if you set it up right.

Here's the thing about cybersecurity leadership that might surprise you: it's no longer only about technology. It is — and, I would argue, mostly — about people, and having them follow the right processes. You've heard this three-legged stool already: People, Process, and Technology.

When any of these fail, your organization will be the equivalent of the owners of a house in the neighborhood that close all the windows but leave its front door wide open with a sign saying "valuables inside”: just waiting for the "right” person to notice.

A Business Translator

In this sense, CISOs are 'translators', who, instead of converting French to, say, English, they're translating the complex lingo coming from their tech teams (e.g., "We have a critical vulnerability in our authentication system") into something that executives would understand (e.g., "There's a chance someone could walk through our digital front door without showing ID, and here's what we should do about it.").

This translation skill is crucial because:

Board Members Speak Business, Not Binary: When you tell a board member about a ‘SQL injection attack', their eyes glaze over faster than a donut in a bakery window. But tell them, "Someone could potentially access our customer database the same way a pickpocket might rifle through someone's wallet," and suddenly you have their attention.
A Budget Conversation Needs Context: Requesting $500,000 for "enhanced endpoint protection" sounds like tech jargon and won't get you far. Explaining that it's like “upgrading from basic door locks to smart locks that can tell you who's trying to get in and when” is a conversation any homeowner (and board member) can understand.
Understanding Risk Requires Real-World Analogies: Cyber risk assessments are similar to home insurance evaluations. You assess your neighborhood (the threat landscape), check your locks and alarms (your security controls), and determine how much coverage you need based on what you could lose (your assets) if something goes wrong (the risk).

The CISO as Chief Relationship Officer

If you prefer another analogy, consider this: being a successful CISO is like hosting an important dinner party; you need to ensure that everyone gets along, feels heard, and leaves satisfied! So, who are the invitees to this party?

Your CEO: This is where you need to muster patience, clear communication, and the ability to explain why spending money on things that "prevent bad things from happening” is just as important as “spending money on things that make good things happen”.

Your CFO: CFOs are like that friend who always asks, "Do we really need the premium cable package?" when you're trying to explain why your cybersecurity investments matter. Your job is to show them that good security is like good insurance – you hope you never need it, but you'll be really glad you have it when you do.

Your CTO: This relationship should be like a buddy cop movie – you're both trying to solve the same case (keeping the organization safe and functional), but you approach it from different angles. They're thinking about what's possible; you're thinking about what could go wrong.

Going beyond individuals, you should also make sure you keep a good relationship with these departments as they will help you support and promote your cybersecurity strategy:

HR: They care about people and policies, so frame security in terms of protecting employees, the company, and creating a safe work environment.

Sales: They want to move fast and close deals, so show them how good security can be a selling point – customers trust companies that take data protection seriously.
Marketing: They're all about the brand, so help them understand that a security incident is like a costly, very negative advertising campaign that you definitely don't want to run.

Play Chess, not Checkers

Finally, if I may, I have one last analogy. Successful CISOs think like chess players: they're not just looking at the current move, but considering three, four, even five moves ahead. So, while others focus on today's fire drill, they plan for tomorrow's challenges. How?

Threat Scenarios: You are like a meteorologist for cyber threats; even if you can't predict exactly when the storm will hit, but you can prepare for different types of weather and have the right gear ready.

Cybersecurity Strategy: Think of it like buying a house: you don't just consider your current needs; you think about whether it'll work if you have kids, if you work from home more, or if your elderly parents need to move in. So, your security strategy needs the same forward-thinking approach.

Technology Evolution: Staying ahead of technology trends is like trying to predict fashion – you need to spot the trends early enough to prepare, but not so early that you invest in the cybersecurity equivalent of parachute pants.

The Practical Path Forward

You are not a CISO yet, but want to become one? You need to hone different skills, but, to keep things simple, here are three areas all equally important you should pay attention:

Technical skills: Of course, you still need to possess technical expertise. You can't fake your way through a conversation about encryption or network security. However, remember that you're not trying to win the technical Olympics – you need to be competent enough to make sound decisions and ask the right questions.

Business Skills: Learn to read financial statements, understand business models, and speak the language of profit and loss. Take a business course, read business books, or find a mentor who can translate business-speak for you.

Communication Skills: This is often where aspiring CISOs, who come from a technical background, hit a wall—practice explaining technical concepts to your non-technical friends and family. If you can convince your grandmother of the importance of two-factor authentication, you can probably handle a board presentation.

Building Your Experience Portfolio

So, how would I develop these skills while I am waiting for your CISO opportunity? I am glad you asked…

Volunteer for Cross-Functional Projects: You get to know everyone, understand different perspectives, and build relationships that will serve you well later.

Lead Incident Response: Nothing teaches you crisis management like actually managing a crisis. It's like learning to drive in a snowstorm – terrifying at first, but incredibly educational.

Practice Executive Communication: Start a blog (hint, hint), give presentations, or volunteer to explain technical topics to non-technical groups. It's like learning a new language – the more you practice, the more fluent you become.

The Bottom Line

Becoming a strategic CISO is akin to evolving from a security guard to a security consultant and then to a business advisor who specializes in preventing bad things from happening to good organizations. It's not just about knowing technology; it's about understanding people, business, and how to protect what matters most to the organization.

The organizations that will thrive in our increasingly digital world are those led by people like you, who can bridge the gap between technical possibility and business reality and start building those bridges now. Your future self (and your organization) will thank you.

Every expert was once a beginner who refused to give up. The cybersecurity field needs more leaders who can make complex topics accessible, build trust across organizations, and keep us all a little bit safer in our digital lives.

These insights come from years of helping organizations navigate the sometimes choppy waters of cybersecurity maturity. The best part of this work? Watching technical professionals transform into business leaders who can protect what matters most while enabling what matters next.

The Modern CISO: from Tech Geek to Business Consultant