New years are for new beginnings. While it may seem cliché, the sentiment rings true for many, especially those seeking to shift their career direction or join the workforce for the first time.

When new talent joins any field, the learning curve can be a challenge — and in the case of the security industry — intense. Working in security can be a demanding experience, and when someone is new to the profession, it can be overwhelming. This is where seasoned professionals can help.

“So much of the industry is based on experience and not education. You can learn all the lessons yourself, but it will take a lot longer,” explains Renée Burton, Vice President of Threat Intelligence at Infoblox. Learning from people who have seen enough things to have a strong intuition can help you be better and faster. In part, this is because the field is always changing. As bad actors constantly improve their techniques, the defenders must respond. Having mentors of all types who can support you in building those base skills helps a lot.”

Building the Next Generation

Robb Reck, Chief Information, Trust and Security Officer at Pax8, began his career at Electronic Arts, where he helped people “bring their video games to life.” The role eventually led him into corporate IT positions, then positions with systems engineering, networking and cybersecurity focuses.

Reck reflects on the role that mentorship played in his career, stating, “I’ve been fortunate to have had a series of role models throughout my career. In my first internal IT role, I had an incredible director who took the time to explain to me what kinds of skills were valuable both for my company and for the larger industry. His mentorship gave me confidence that I could pick my head up from the constant focus on break-fix work and take my career into my own hands, through training and focused development.

About five years later, when Reck was running his first security program, he says the IT VP helped him see the bigger picture and how his program could directly impact the company’s future.

“At the same time my wife and I were having our first children, and this boss was intentional about showing me how to balance work and personal life and be successful at both,” Reck recalls. “His lessons helped me become a better employee, husband and father.”

A decade later, Reck stepped in as the first CISO for Ping Identity.

“Our CEO and founder was one of the most thoughtful and caring people I have had the chance to work with,” he says. “Seeing how he balances tough trade-offs between organizational success and caring for individuals has built a huge part of my own leadership philosophy. Not only did I get to learn from him by watching, but he was also intentional in providing me with timely, thoughtful, and kind feedback while we worked together. I vividly remember blowing it at an executive meeting and not showing up as my best. After that, he set aside time with me to understand what had happened and provide guidance on how to be successful in the future.”

In this industry, support goes a long way. Whether guiding someone through technical expertise, boardroom meetings, or the complexities of work-life balance, more seasoned professionals can offer a helping hand to new talent, helping them to bridge gaps that may seem insurmountable to them.

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As leaders, we have to offer opportunities to the next generation. For people coming up in the field, you have to take advantage of those opportunities.

Scott McHugh, Program Executive at the Institute for Homeland Security at Sam Houston State University, shares what he has seen from a mentor who had gone “beyond just the mentorship of having a cup of coffee and talking about how things are going.”

“This mentor took steps with his mentees that were very practical, very positive, and put the spotlight on that mentee and encourage them to go beyond their comfort zone,” McHugh describes. “He pushed them to go beyond their normal in a way that enabled them to gain confidence, experience, and knowledge as to how to be a strategic business executive who uses security to solve business problems. That type of commitment will create the next generation that is so crucial for our profession going forward.”

As powerful of a tool as mentorship is, security leaders can’t build up every single individual that comes across their path. There simply isn’t enough time, and stretching yourself thin to try and guide as many people as possible won’t help anyone in the long run. Ultimately, it is about allowing those mentorship relationships to develop organically — and to provide guidance to those who are willing to accept it.

“I look for people who are excited to ‘hunt’ criminals in data, and then try to nourish that excitement,” Burton shares. “As leaders, we have to offer opportunities to the next generation. For people coming up in the field, you have to take advantage of those opportunities.”

Retaining the Next Generation

Building up new talent in the industry is crucial, but it means nothing if that talent can’t be retained. Retention in the security industry can be a challenge, with burnout often cited as a main concern.

“We’ve seen this happen in the security industry,” says Dr. Anmol Agarwal, Senior Security Researcher at Nokia. “It has been studied that women, for example, leave the industry after some time. In particular, women that want to move into leadership roles face an uphill battle.”  

New talent may struggle to adjust to the security industry, especially if they struggle with an “uphill battle.” While these challenges may never fully disappear, they can be better managed with help from professionals who have already walked the path — and succeeded.

“The industry should ensure that management has strategies in place for talent retention,” Dr. Agarwal asserts. “Professionals should have access to communities where they can obtain support and share their challenges. For example, when women want to move into leadership, there should be a pathway for them to get into the C-Suite. Leadership should set advancement metrics and ensure that these metrics are inclusive and provide opportunities to those who want to be in leadership.”

As we welcome in another year, now is the perfect time to reflect on how security is changing and what direction it is headed. Leaders of the industry can choose the direction by spearheading innovative initiatives and tackling emerging threats — but to leave a truly lasting impact, cultivating the next generation of leaders is a must.