It used to be common for new chief security officers to come in with guns blazing. The security personality stereotype was a machismo type who wanted to be seen as the hero in saving the company’s network from all the villains trying to get in.
But times have changed. In today’s corporate setting, if a CSO enters the building with the intent of doing a gut job in the first few weeks, he most likely will find himself out the door in short order.
It is often said that nobody likes a know-it-all. This is certainly true with regard to a new CSO who comes aboard with grand plans to turn everything upside down to right the ship. But that strategy has changed to a more cautious approach. One that takes a step back in the early going on the job and reviews the situation along with the players.
“Learn the business before you start trying to implement any type of changes. It is very crucial that you listen to your team and other department heads. If this is not done first, you will have execution mistakes that may not be career enhancing, because you were hasty with your execution,” says Todd Bell, who has become an international expert and leading speaker on preventing security breaches for new start-ups to Global Fortune 500 companies.
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