El Diario del CISO El Diario del CISO (The CISO Journal) Edición 12 | Page 4

Thoughts Thoughts 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? GENERATION OF CHANGES 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. LSD GENERATION OF STABILITY 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 highlighted. 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 its execution. 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 think differently Provide vision and purpose Enable collaboration across boundaries Create conditions to experiment 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. Independency Uncertainty The position is not related to those who perform the functions t is necessary to be the most transparent to face the uncertainty and turbulence DigitalSecLeader Being a person The more knowledge of oneself the more possibility of leading others in a better way Relationships The pillar of all leadership are relationships [email protected]