Do you have a new job as the Chief Information Security Officer (CISO), Chief Security Officer (CSO), the Security Information Manager or something similar? Congratulations! You’ve just received a great job opportunity – one that can either be your dream job, your worst nightmare, and sometimes both simultaneously.
Companies increasingly want a better understanding of what contributes to predicting performance in possible new hires. They want to better understand a candidate’s motivation, values, beliefs and goals in addition to their competencies. This allows the hiring organization to better assess whether there are personality characteristics and traits that, when pushed to extremes, will impede the individual’s ability to be effective in executing the responsibilities of the position.
Today's Chief Security Officers (CSOs) are worried about their investment, but more than that, they're worried about preserving employee safety, the safety of their data and the ability of their systems to integrate fully.
Across the globe, chief security officers (CSO) are under intense pressure to justify what they do, as business operations come under increased scrutiny from the C-suite, shareholders and outside auditors. More than ever, CSOs find themselves in the position of needing to make a strong case for their budgets and activities on a day-to-day basis.
There have been volumes written about the role of the CSO and how to gain a seat at the table in the C-suite. A relatively small number of CSOs have been able to convince their management that the CISO should be under their purview, citing the inherent mission conflicts that exist when the CISO reports to the CIO.
Analyzing the background of security leaders across the corporate security and risk management landscape, it is not surprising to see that a significant percentage of them have come from the public sector.
