El Diario del CISO El Diario del CISO (The CISO Journal) Edición 10 - Page 5

Thou2 EL DIARIO DEL CISO (THE CISO JOURNAL) Thinking and Working for a Digital Security Leader Thoughts of LSD New capabilities of a Digital Security Leader (#DSL, #DigitalSecLeader) Andrés Ricardo Almanza Junco organizational dynamics, as often happens. Things that are key tools in this point are the feedbacks, the relationships and the solidity of the same and the interpretation of the different points of view being tolerant to the differences like key tools that allow to flow to the management. Creating key relationships will therefore become an essential task for the management of an #DSL in the organization that serves as a key to anticipate problems of the management itself. As a reflection, the following questions are left for your reflections and learning Reflection question What are the key relationships that must be created for proper management such as #DSL? How does communication flow in the organization? What can be the most appropriate mechanism to communicate? Observations Management of inter-intra-personal relationships It is one of the key elements when executing activities. We are social beings by nature as they relate hundreds of research articles and as science shows. Our relationships within the organization are fundamental to achieve our objectives and clearly the objectives of the company in which it is. A #DSL must understand that their relationships are key for the development of their function within the organization and to that extent the fundamental component is that their role as a digital trust manager serves for the other members of the organization. In other words, you must help others do their job in a better way with the security proposal offered as # LSD. So things interpersonal relationships are based on the framework of being able to listen and be empathetic with the needs of the organization and its members, understand many points of view and then adapt to this set of needs. Having good and key relationships in the performance of the function as #DSL is not only key but functional, since the results depend to a large extent on those interactions. On the other hand, intrapersonal management is associated with the relationship that one has with oneself. Understanding yourself is key according to many studies to be able to have adequate performance in organizational environments. Understanding the effects of decisions and how they impact others is a fundamental part, as well as having a constant personal and personal motivation are key pieces as part of intrapersonal management. Therefore, working on our own knowledge and developing personal maturity as an exercise in growth that impact on performance is a key element for digital security professionals who want to generate greater impact in the organizations they serve. The journey of personal discovery is therefore an activity that must be continually carried out through testing and testing as progress is made in that task you begin to see the fruits as resilience, resistance is learned in a better way to prioritize, adapt to changes that additionally show that relationships and acceptance are key tasks of the process of knowing oneself. By way of reflections we leave these questions: Reflection question What are the key relationships that must be created for proper management such as #DSL? How does communication flow in the organization? What can be the most appropriate mechanism to communicate? Observations Task management: Task management is very focused on making everything #DSL must have clearly defined. The decision-making process, the management of time which is nothing more than the prioritization of activities, the resolution of problems, supervision of initiatives and projects as well as the promotion of creativity are key elements in this essential component of doing. These tools are associated with knowledge and training and therefore a #DSL should continually be reviewing frameworks that help in making and growing in the best ways to do it. Solving problems is definitely something key in the management of a #DSL, who must be prepared to face them as a constant of their work, to see the problems in a systemic way today is a need that must be developed as a capacity. Executing therefore becomes another of the key activities of doing an #LSD and above all measuring its results. Continuously reviewing the projects and being agile in these processes is a good tool that helps to refocus and redirect possible results. Therefore the #DSL must consider doing as a fundamental element that systematically and sequentially allows it to carry out its functions, without neglecting to encourage creativity and interaction with others as spaces that feed the banks of ideas to carry out the doing. After reviewing these capacities both to be in the leadership in digital contexts as well as being able to manage in today's reality, we see how the new capacity framework of the "#DSL" should be expanded and surely that over time it will continue to expand and deepen in new approaches. Building environments where there is talk of digital trust is not a simple task and requires and demands a lot of efforts from the #DSL that are at the service of organizations and that must continually discover the forms that best suit the needs of companies. In this sense, it is only necessary to invite readers to reflect on the capabilities that security professionals require in these new digital environments and to invite them to develop them in the best way to respond to the current challenges that organizations have today. The #LSD of today need to evolve, they need to build and rethink their learning and relearn; there are no magic formulas or unique recipes, so the reflection question for all are: In what way are you starting to expand its capabilities framework to serve as #LSD? When you going to start if you have not already believe? What more is required of you to begin to develop this new set of capabilities? What do you need to leave behind to start? Those who are not willing to evolve in the digital reality will be left behind and could be considered a new "useless" class of professionals who have not adapted to the digital needs of today's organizations You want to talk about this topic. Write us with pleasure we chatted. conéctate@cisos.club References Based on:. Gerald C. Kane, Anh Nguyen Phillips, Jonathan Copulsky and Garth Andrus (2019). How Digital Leadershipo Is ('n) Different . Sloan Management Review. Retrieved from: https://sloanreview.mit.edu/article/how-digital-leadership-isnt- different/?social_token=9ae52ac2f8b9158a9c02ba5f114f95b4&utm_source=twitter&utm_medium=social&utm_campaign=sm-direct Harari Noah Yuval. 21 Lessons for the 21st Century. Penguin Random House. 2018. Phrase adapted from the Work chapter. Pag. 50 Based on: Julian Birkinshaw, James Manktelow, Vittorio D'Amato, Elena Tosca, and Francesca Macchi (2019). Older and Wiser? How Management Style Varies With Age .Retrieved from: https://sloanreview.mit.edu/article/older-and-wiser-how-management-style-varies-with- age/?social_token=94a502c3574861ff51b3ab8f18afe771&utm_source=twitter&utm_medium=social&utm_campaign=sm-direct