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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building and GOLA GV.

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<v Speaker 1>This is the seven Minute Leadership Podcast with your host

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<v Speaker 1>Paul Fellavaliedo.

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<v Speaker 2>Hello everyone, and welcome to the Seven Minute Leadership Podcast.

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<v Speaker 2>It's episode five eighty three. Today we're talking about cybersecurity,

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<v Speaker 2>not from the IT department chair, not from a vendor

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<v Speaker 2>trying to sell you software, but from the leader seat.

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<v Speaker 2>Because cybersecurity is no longer a technical issue. It is

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<v Speaker 2>a leadership issue. It lives in your decisions, your habits,

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<v Speaker 2>your discipline, and in your blind spots. If you think

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<v Speaker 2>this is something you can delegate away completely, you are

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<v Speaker 2>already exposed. So today I want to give you a

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<v Speaker 2>practical cybersecurity checklist for leaders, not theory, not corporate bs,

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<v Speaker 2>a real world checklist that you can mentally run through

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<v Speaker 2>the same way a pilot runs a pre flight or

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<v Speaker 2>a paramedic checks their ambulance before a call. And for

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<v Speaker 2>this episode, I have brought back into the studio probably

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<v Speaker 2>the most listened to and requested guest in seven Minute

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<v Speaker 2>Leadership history. He is a cybersecurity subject matter expert, a

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<v Speaker 2>nationally recognized cybersecurity educator Josh Gelman, Welcome back to the

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<v Speaker 2>seven Minute Leadership Podcast.

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<v Speaker 3>It's quite the introduction, thank you.

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<v Speaker 2>Yeah, I know here, you've got a lot to unpack

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<v Speaker 2>with that. You ready to go. Yeah, let's do it

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<v Speaker 2>all right. So the first item on the checklist is ownership.

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<v Speaker 2>Every breach story starts the same way. No one owned it.

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<v Speaker 2>It was it's problem, it was outsource, it was assumed

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<v Speaker 2>to be handled. Leadership never asked the question who owns

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<v Speaker 2>cybersecurity here? And if you cannot name the person responsible,

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<v Speaker 2>including yourself, then you have a gap. Ownership doesn't mean

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<v Speaker 2>that you're the one configuring fire walls. It means you're

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<v Speaker 2>accountable for the outcome. Leaders own outcomes even when others

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<v Speaker 2>own tasks.

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<v Speaker 4>Yeah, and it's ultimately all about accountability, as you said,

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<v Speaker 4>because anytime there's a cyber incident, you always get people

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<v Speaker 4>pointing fingers at each other who's responsible. And sometimes it's

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<v Speaker 4>not even just isolated to the organization itself.

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<v Speaker 3>They'll say, oh, the.

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<v Speaker 4>Insurance company is responsible, or a third party managed service

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<v Speaker 4>providers responsible. So that's not something you want to be

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<v Speaker 4>dealing with during or even after a cyber incident.

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<v Speaker 3>You need to have it.

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<v Speaker 4>Very clearly written, very clearly established, who is being held

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<v Speaker 4>accountable for cybersecurity in the organization prior to anything actually

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<v Speaker 4>ever happening.

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<v Speaker 2>The second I them is access discipline. Who has access

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<v Speaker 2>to what and why? Former employees, vendors, contractors, temporary staff,

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<v Speaker 2>shared passwords, generic logins. This is where organizations bleed without

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<v Speaker 2>realizing it. If someone leaves your organization today, how long

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<v Speaker 2>before their access is shut off? Is it minutes, hours, days?

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<v Speaker 2>If you don't know the answer, that's the problem. And

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<v Speaker 2>access is like I think of it as like keys

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<v Speaker 2>to the building. Leaders would never say, well, we think

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<v Speaker 2>the keys are probably back. Digital keys deserve the same respect.

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<v Speaker 4>And I think with the topic of access, there's two

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<v Speaker 4>quick things that people should be aware of. One is

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<v Speaker 4>least privileged, So if you have access to a system,

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<v Speaker 4>you should only have access to that system if you

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<v Speaker 4>need it to do your job. So everybody shouldn't be administrators.

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<v Speaker 4>You should only have the minimum access necessary to do

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<v Speaker 4>your job. And then the other thing is after you

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<v Speaker 4>leave the organization, you don't necessarily want to go in

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<v Speaker 4>there and delete or wipe out the account altogether, but

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<v Speaker 4>you want to disable it because you still may need

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<v Speaker 4>to get access to whatever that person was doing, especially

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<v Speaker 4>if they didn't leave on good terms, You may need

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<v Speaker 4>to get access to their storage. So you want to

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<v Speaker 4>disable the account initially. You don't want to just wipe

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<v Speaker 4>it out right away.

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<v Speaker 2>Great point. Third item is backup reality. Everyone says they

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<v Speaker 2>have backups. I think few have tested their backups. Backups

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<v Speaker 2>that can't be restored are not backups. They are a

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<v Speaker 2>false sense of security. So I think you can ask

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<v Speaker 2>one simple question, when was the last time we restored

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<v Speaker 2>from backup fully, successfully and under pressure? If the answer

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<v Speaker 2>is never or no one is sure, you are gambling

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<v Speaker 2>and hope is not a strategy, especially when ransomware does

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<v Speaker 2>not care about your budget or your mission.

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<v Speaker 4>The other question is always going to be how do

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<v Speaker 4>you know it's a good backup? How do you know

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<v Speaker 4>your back hasn't been compromised?

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<v Speaker 3>As well?

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<v Speaker 4>You might be restoring to a backup that's already compromised.

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<v Speaker 4>So how far back are you taking backups? And absolutely,

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<v Speaker 4>like you said, are you testing them? Are you trying

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<v Speaker 4>to restore them and see if you're actually able to

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<v Speaker 4>do it?

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<v Speaker 3>Excellent?

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<v Speaker 2>Fourth item is training that sticks. Most cybersecurity training is forgettable.

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<v Speaker 2>Josh I've traveled across the country to support you and

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<v Speaker 2>attend your trainings. They are unforgettable, which is why you're

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<v Speaker 2>here again. But people just click through the slides, They

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<v Speaker 2>do the annual box checking, no real retention. Your people

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<v Speaker 2>are your biggest vulnerability and your strongest defense. Leaders must

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<v Speaker 2>demand training that actually changes behavior, things like do your

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<v Speaker 2>people know how phishing works? Do they know what a

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<v Speaker 2>suspicious login looks like? They know what to do if

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<v Speaker 2>something feels off? And more importantly, do they feel safe

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<v Speaker 2>reporting this miss stakes quickly? Or do they hide out

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<v Speaker 2>of fear and silence? Is how these small issues become

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<v Speaker 2>catastrophic ones.

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<v Speaker 4>You could do a whole podcast just on training. I

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<v Speaker 4>think the only things I would add to that are

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<v Speaker 4>number One, it's always good to do some level of

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<v Speaker 4>in person training because the online stuff, some of it's good,

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<v Speaker 4>some of it's bad, but people will always find ways

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<v Speaker 4>to just go through the motions and not actually retain

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<v Speaker 4>or learn anything. So in person training from a reputable

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<v Speaker 4>trainer is always good. And then if you can incentivize

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<v Speaker 4>it in any way, and I don't mean negative reinforcement,

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<v Speaker 4>I don't mean like you fail so many phishing emails

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<v Speaker 4>and you get fired, but some way to incentivize it

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<v Speaker 4>in a positive way, to motivate people to actually want

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<v Speaker 4>to complete the trainings and do well and the look

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<v Speaker 4>out for themselves. I always try to put things in

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<v Speaker 4>terms that how it's going to protect the individual and

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<v Speaker 4>not just protect the organization, because most people don't. Frankly,

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<v Speaker 4>if you're an employee, you don't really care so much

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<v Speaker 4>about the organization, but you care about yourself, So how

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<v Speaker 4>is it going to affect you?

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<v Speaker 2>The fifth item device control What devices are touching your network?

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<v Speaker 2>Is it personal phones, home laptops, tablets, USB drives, public

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<v Speaker 2>Wi Fi? If you allow remote access, bring your own

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<v Speaker 2>device or cloud tools. You need clear rules, not suggestions.

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<v Speaker 2>You need real rules because leaders set standards. Standards protect

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<v Speaker 2>people and systems. Ambiguity creates gaps and attackers live in gaps.

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<v Speaker 4>And don't forget to scan your networks regularly and look

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<v Speaker 4>for any shadow it too. Those are devices that people

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<v Speaker 4>within your organization might add without you knowing it or

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<v Speaker 4>without your authorization.

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<v Speaker 2>Yeah, I forgot about that.

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<v Speaker 3>Thanks, That's why I'm here.

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<v Speaker 2>I know. The sixth item is vendor trust. Every organization

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<v Speaker 2>now depends on third parties. Software platforms, billing companies, eduling tools,

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<v Speaker 2>cloud storage. Leaders I think have to stop assuming that

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<v Speaker 2>vendors are secure and start asking questions like how do

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<v Speaker 2>they protect data? And what happens if they are breached?

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<v Speaker 2>How fast do they notify you? Because right trust is

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<v Speaker 2>earned through verification and this applies to people and technology.

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<v Speaker 4>And there are services out there that will do third

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<v Speaker 4>party risk management or third party risk assessments to assess

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<v Speaker 4>your vendors. And some of the services that are out

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<v Speaker 4>there are free. I mean, if you do a Google

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<v Speaker 4>search for a vendor, third party risk management, third party

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<v Speaker 4>risk assessment, you'll find different thing, different services that might

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<v Speaker 4>be able to help with that. If you don't have

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<v Speaker 4>a department or a person devoted to performing those tasks internally.

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<v Speaker 2>Yeah, very cool. The seventh item on the list is

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<v Speaker 2>incident readiness, not if. When do you have a plan

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<v Speaker 2>for a cyber incident? Who gets called, who speaks publicly,

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<v Speaker 2>who shuts systems down? Who makes the call to pay

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<v Speaker 2>or not pay? And if your answer is we'll figure

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<v Speaker 2>it out, that's not leadership. That's improvising under stress and

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<v Speaker 2>stress exposes weak systems fast, So run the scenario now, calmly.

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<v Speaker 2>Instead of for the first time. When everything's on fire.

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<v Speaker 4>Yeah, do a tabletop exercise at least to identify some

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<v Speaker 4>of the gaps. One of the questions I ask students

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<v Speaker 4>a lot in classes is at what point, if you

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<v Speaker 4>have cyber insurance, at what point are you going to

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<v Speaker 4>engage with your cyber insurance provider? And they often don't

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<v Speaker 4>have an answer to that either, so that gives you

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<v Speaker 4>the opportunity to ask and answer some of those questions

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<v Speaker 4>prior to an ACTRO incident.

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<v Speaker 2>The eighth item is leader behavior, and this one's a

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<v Speaker 2>little bit uncomfortable. Leaders who bypass controls, reuse passwords, ignore updates,

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<v Speaker 2>or demand shortcuts teach the organization that security doesn't matter.

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<v Speaker 2>Your behavior sets the culture. If you treat cybersecurity as

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<v Speaker 2>annoying friction, your team will too. But if you treat

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<v Speaker 2>it like safety, discipline and professionalism, they will follow. This

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<v Speaker 2>is like red key leadership territory, high consequence moments, small

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<v Speaker 2>decisions with massive downstream impact.

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<v Speaker 4>If your leaders have poor cyber hygiene, you can't expect

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<v Speaker 4>your employees to have anything other than for cyber hygiene.

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<v Speaker 4>It's just like any other characteristic. If your leaders walk

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<v Speaker 4>into your organization, with a disgruntled attitude every day, then

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<v Speaker 4>how can you expect your employees tacked any differently?

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<v Speaker 2>Yeah, the ninth item is continuous attention. And Gealman, you're

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<v Speaker 2>going to be so proud of me for saying this,

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<v Speaker 2>because I wasn't always this guy before I stumbled into

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<v Speaker 2>all of your education. But cybersecurity is not an annual conversation.

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<v Speaker 2>It is a standing agenda item. Leaders revisit it the

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<v Speaker 2>same way they revisit finances, staffing, scheduling, and risk regularly, calmly,

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<v Speaker 2>and without ask better questions over time, what changed? What

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<v Speaker 2>new threats exist? What are we exposed to today that

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<v Speaker 2>we were not exposed to last quarter? Because this is

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<v Speaker 2>leadership vigilance, not paranoia.

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<v Speaker 4>Yeah, I mean just like any other security topic. If

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<v Speaker 4>you think of physical security, for example, you know you

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<v Speaker 4>don't just plan once for something. You're always revisiting it,

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<v Speaker 4>always thinking what other threats might be out there. I mean,

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<v Speaker 4>especially in today's world with cyber and artificial intelligence, and

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<v Speaker 4>the threats are evolving faster than we can keep up

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<v Speaker 4>with them. So it's something that needs to be a

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<v Speaker 4>continual discussion, not just hey, we're going to revisit this annually.

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<v Speaker 2>Thanks for drilling that into my head over all the years.

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<v Speaker 3>Well, it's glad to see it stuck.

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<v Speaker 2>Yeah it did. But here's a hard truth and a

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<v Speaker 2>hard pill to swallow. A cyber incident doesn't care if

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<v Speaker 2>you're a nonprofit, a public safety agency, a small business,

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<v Speaker 2>or a global company. Doesn't care about your mission, statement

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<v Speaker 2>or your intent. It only exploits gaps, and leaders reduce

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<v Speaker 2>gaps through clarity, ownership, standards, and follow through. Cybersecurity is

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<v Speaker 2>not about being perfect. It's about being prepared, disciplined, and

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<v Speaker 2>honest about where you stand.

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<v Speaker 4>I think the last thing I would add to to

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<v Speaker 4>that is you get a lot of organizations that say,

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<v Speaker 4>why would anyone attack me? Why would anyone hack me?

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<v Speaker 4>And the answer is why not. You don't have to

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<v Speaker 4>be a multi billion dollar corporation for attackers to come

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<v Speaker 4>after you. You just have to be an easy enough target.

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<v Speaker 2>So leadership today is not only about people in the room.

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<v Speaker 2>It's about systems you cannot see, risks you cannot touch,

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<v Speaker 2>and decisions that protect others long before they ever know

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<v Speaker 2>they were at risk. So take this checklist seriously. Lead

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<v Speaker 2>it from the front in your organization will be stronger

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<v Speaker 2>for it Josh Gelman, thank you once again for coming

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<v Speaker 2>into the studio for this episode.

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<v Speaker 3>Ah, this was fun. I appreciate you having me.

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<v Speaker 2>This has been the seven minute Leadership podcast, and I

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<v Speaker 2>thank you for listening.

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<v Speaker 1>For more Paul fell of Alito podcasts, visit paulfellowalito dot com.