El Diario del CISO El Diario del CISO (The CISO Journal) Edición 11 | Page 4
EL DIARIO DEL CISO
(THE CISO JOURNAL)
Thinking and Working for a
Digital Security Leader
Thoughts of LSD
The #LSD Who Has No Title!! (#DSL, #DigitalSecLeader)
Andrés Ricardo Almanza Junco
The digital context in which the world moves has clearly changed the conditions in which professionals and security officers of companies
should move. Continuously through forums, panels, articles, talks and other scenarios of exchanges of ideas, the importance of security
professionals has been discussed, especially what role, responsibilities and functions should be as the topic evolves within organizations.
Many of these same conversations talk about the position, the type of dependence and even the power that this type of professional
should have in organizations. Leaving here a reflection question
How does the #LSD earn its position in the organization?
Are there some initial key elements to assign #LSD a position in the organization?
In what way position, power is important in the performance of functions as a security professional?
John Maxwell leadership expert points out in his book the 5 levels of leadership "leadership is a
process, not a position". In addition to making certain important mentions, differentiating leadership
management by saying that management deals with things and in many cases does not focus on
changes but on stability, unlike leadership that is related to dealing with people and its dynamics and
change is the constant and the most important task of the leader.
According to Gerald C. Kane in his article published in MITSloan Management Review, he says that it is
necessary for today 's leaders to focus more on developing skills according to the current digital reality
rather than be aware of the position they may hold in the organization.
He also comments that although the position is important, it
requires more than new capabilities, in the same article it is
pointed out that new leaders are better able to face the current
reality and be decisive for the productivity and competitiveness of
the organizations. Fundamentally the author in his article points
out that the challenge is focused on developing and finding the
right talent, within the most important characteristics are
1. Provide vision and purpose: Perhaps the most desired
capacity for digital contexts. Having a vision is a compass
that gives the possibility of navigating and guiding the
organization. Likewise, the vision requires a key power for
2. Create conditions to experiment: Experiencing is a great
challenge in digital contexts and curiosity is necessary to be
able to advance in digital environments.
Empower people to
Provide vision and
Create conditions to
3. Promote different thinking: Encourage the multiple forms and
points of view of all stakeholders, employees, executives and
clients. It requires a lot of inclusion in digital contexts.
4. Encourage collaboration and cooperation: Go a little beyond
simple inter and intra organizational communication as a
source of growth for the organization.
In his book The Leader Who Had No Title of Robin Sharma, tells through the fable the lessons learned from his characters that have not depended on a
position, or the power to exercise leadership. In general terms, the author proposes through four great lessons how to make use of leadership beyond
power, position. For the purposes of the reader, the lessons that the author proposes are reflected in the following graph.
The position is not related to
those who perform the
t is necessary to be the most
transparent to face the uncertainty
Being a person
The more knowledge of oneself the
more possibility of leading others in a
The pillar of all leadership are