3 CYBER SECURITY MYTHS THAT WILL HURT YOUR BUSINESS THIS YEAR
todayisthebeliefthat“currentsecurityis goodenough”(39%).
“As a business owner, you don’t have time to waste on technical and operational issues. That’s where we shine! Call us and put an end to your IT problems finally and forever!”Dewayne Chappell
Workingamidtheever-changing currentsoftechnologyandcybersecurity, businessesoftenfindthemselvesentangled inawebofmisinformationandoutdated ideas.Butfailingtodistinguishbetween mythandfactcanputyourbusiness’s securityatseriousrisk.
Basedonexpertresearchinthefield, includingCompTIA’s2024globalState OfCybersecurityreport,wewilldebunk threecommonmisconceptionsthat threatentoderailyoursuccessin2024.
Myth 1: My Cyber Security Is Good Enough!
Fact: Modern cyber security is about continuous improvement.
RespondentstoCompTIA’ssurvey indicatedthatoneofthemostsignificant challengestocybersecurityinitiatives
Oneofthereasonsbusinessesmaybe misledbythestateoftheirsecurityisthe inherentcomplexityofcybersecurity.In particular,it’sincrediblychallengingto trackandmeasuresecurityeffectiveness andstaycurrentontrends.Thus,an incompleteunderstandingofsecurity leadsexecutivestothinkalliswell.
Over40%ofexecutivesexpresscomplete satisfactionwiththeirorganization’scyber security,accordingtoCompTIA’sreport. Incontrast,only25%ofITstaffand21% ofbusinessstaffaresatisfied.Thiscould alsobeaccountedforbyexecutivesoften avingmoretechfreedomforadded conveniencewhilefrontlinestaffdeal withlessvisiblecybersecuritydetails.
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“Eitherway,thegapinsatisfactionpointstoa needforimprovedcommunicationonthe topic,”CompTIAwrites.
GetyourITandbusinessteamstogetherand figureoutwhatrisksyoufacerightnowand whatneedstochange.Becausecybersecurityis constantlychanging,yoursecurityshould neverbestagnant.“Goodenough”isnever goodenoughforyourbusiness;vigilanceanda continuousimprovementmindsetaretheonly waystoapproachcybersecurity.
Myth 2: Cyber Security = Keeping Threats Out
Fact: Cyber security protects against threats both inside and outside your organization.
Oneofthemostpublicizedbreachesofthelast decadewaswhenBBCreportedthata HeathrowAirportemployeelostaUSBstick withsensitivedataonit.Althoughthestickwas recoveredwithnoharmdone,itstillcost Heathrow£120,000(US$150,000)infines.
Yes,cybersecurityisaboutprotection. However,protectionextendstobothexternal andinternalthreatssuchasemployeeerror.
Becausesecuritythreatsarediverseandwideranging,therearerisksthathavelittletodo
withyourITteam.Forexample,howdoyour employeesusesocialmedia?“Inaneraofsocial engineering,theremustbepreciseguidelines aroundthecontentbeingsharedsinceitcould eventuallyleadtoabreach,”CompTIAstates. Attacksareincreasinglyfocusedonhuman socialengineering,likephishing,andcriminals bankonyourstaffmakingmistakes.
Additionally,managingrelationshipswith third-partyvendorsandpartnersofteninvolves someformofdatasharing.“Thechainof operationsisonlyasstrongasitsweakestlink,” CompTIApointsout.“Whenthatchain involvesoutsideparties,findingtheweakest linkrequiresdetailedplanning.”
Everyoneinyourorganizationisresponsible forbeingvigilantandawareofsecuritybest practicesandsafetyasitrelatestotheirjobs. Makesureyourcybersecuritystrategyputs equalemphasisoninternalthreatsasmuchas externalones.
Myth 3: IT Handles My Cyber Security
Fact: Cyber security is not solely the responsibility of the IT department.
WhileITprofessionalsarecrucialin implementingsecuritymeasurescomprehensive cybersecurityinvolvesamultidisciplinary approach.Itencompassesnotonlytechnical aspectsbutalsopolicy,development,employee training,riskmanagementandadeep
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Thisreportwilloutlineinplain,nontechnicalEnglishthe commonmistakesthatmanysmall-businessownersmake withtheircomputernetworksthatcostthemthousandsin lostsales,productivityandcomputerrepairbills,andwill provideaneasy,provenwaytoreduceorcompletely eliminatethefinancialexpenseandfrustrationcausedby theseoversights
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tunderstandingoftheorganization’sunique securitylandscape.
Becauseeachdepartmentwithinyour organizationinvolvesuniquerisks,people fromvariousrolesmustbeincludedinsecurity conversations.Butmanycompaniesarenot doingthis.CompTIA’sreportshowsthat while40%ofrespondentssaythattechnical staffisleadingthoseconversations,only36% indicatethattheCEOisparticipating,andjust 25%saythatbusinessstaffisinvolved.
“Morecompaniesshouldconsiderincludinga widerangeofbusinessprofessionals,from executivestomid-levelmanagementtostaff positions,inriskmanagementdiscussions,” CompTIAwrites.“Theseindividualsare becomingmoreinvolvedintechnology decisionsfortheirdepartments,andwithouta properviewintotheassociatedrisks,their decisionsmayhaveharmfulconsequences.”
Businessleadersandemployeesatalllevels mustactivelyengageincybersecurityefforts, astheyareallpotentialgatekeepersagainst evolvingthreats.
Don’t Listen To Myths
Byembracingamindsetofcontinuous improvement,recognizingthewiderangeof threatsandunderstandingthecollective responsibilityofcybersecurity,yourbusiness willremainsafe,resilientandthriving,no matterwhatthefutureholds.
Mostbusinessleadersstriveforonething:tobe astrongandcompetentleaderofahighperformingteam.Todothis,they’lltryjust aboutanything,fromfreelunchestodaylong team-buildingretreats.Althoughtheseare helpful,high-performingteamsdon’tbegin withexternalmotivators.Theybeginwhen leadersembraceacultureofextremeownership.
“Extremeownershipisprettystraightforward,” JockoWillinksays.“You’renotgoingtomake anyexcuses.You’renotgoingtoblame anybodyelse.Whensomethinggoeswrong, you’regoingtotakeownershipofthose problemsandgetthemsolved.”
WillinkistheauthoroftheNewYorkTimes bestsellerExtremeOwnership:HowU.S.Navy SEALsLeadAndWin.Heexplainsthatthe sameleadershipconceptsthatenableSEAL teamstosucceedinthemostintense circumstancescanalsohelpbusinesseswinagain andagain.
AsayoungSEAL,Willinknoticedthata cultureoffinger-pointinggrewwhenblame wasdirectedtowardapersonorateam.When thathappens,“noonesolvestheproblem,”he says.However,whenleadersownedissuesand responsibilityforfindingasolution,theteam reflectedthatownership.“Itactuallymadethe otherpeopleinsidetheplatoonhavethesame attitude.They’dsay,‘Itwasmyfault;letmefix it,’”Willinkexplains.
Eventually,Willinkwentontofillleadership roleswithintheSEALs,learningtoembrace personalaccountabilityandteam empowerment.NowaretiredSEALofficerand co-founderoftheleadershipconsultingfirm Echelon,he’sworkedwithhundredsofcivilian companiesonextremeownership,findingthe
sameresults:whenleaderstakeownershipof problems,theentireteamismorelikelytobe high-performingandsuccessful.
How To Create An Extreme Ownership Culture
“Thebiggestthingyou’vegottoovercomeis yourego,”Willinkexplains.Pointingoutthat someonedidn’tdotheirjobrightorthatthe marketingplanwasn’tcarriedoutcorrectly doesn’tsolvetheproblem.“You’retheboss. Youownit,”Willinksays.Whenoneperson takesownership,itspreads.“That’swhat developstheculture.”
Althoughextremeownershipstartswiththe boss,thekeytoahigh-performingteamisto empowerindividualstotakeresponsibilityfor projectsandtaskstoo.
“Ifyouwantpeopletotakeownership,you havetogivethemownership,”Willinksays. Thisway,youempoweryourteamtomake decisionswhileyouserveasareliableguideand offerdirectionwhenneeded.“Putthemin positionswheretheymakedecisions,make mistakesandlearntobehonestwithyou,”he says.Ifyou’renotgettingthebehaviorsyou need,youcanstudyitandstarttocorrectitby figuringoutwhatsupportyoucanprovide.
Willinkpointsoutthattherewillalwaysbe teammemberswhodon’tembraceownership. Butwhenextremeownershipisaculture, they’llnaturallygetweededout.
Thosewhoarereadytostepup,however,will risetothetop.“There’ssomethingmore importanttomanypeoplethanhowmuch moneytheymake,”hesays.“Thatiscontrol overtheirdestiny,autonomyandfreedom.”
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