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What are we missing in our measures against hacking?

What are we missing in our measures against hacking?

Times2 days ago
Q: We spend a fortune on cybersecurity software and online training, yet my team tells me that it's just a matter of time before we're hacked. What are we missing?
A: Here's an uncomfortable truth: your biggest cybersecurity vulnerability isn't your firewall or your antivirus software. It's Dave from accounts who clicks on dodgy links, or Zara in HR who gives out her password when someone claiming to be from IT calls in a panic. Or Stephanie, the chief executive, whose to-do list is so long she just skim-reads her emails and authorises a rogue payment. So, your team is probably right, most organisations will be targeted sooner or later.
The critical question is this: is your management culture making you an even bigger target?
One of my team told me recently about falling victim to a phishing email in a former job. It purported to come from a senior executive demanding her mobile number so he could reach her urgently. She complied right away. Why? Because despite having had all the training about not acting in haste and thinking twice when you receive a so-called 'urgent' plea for help, in this case she was dealing with an executive known for his volcanic temper, and for not tolerating challenge.
Only after hitting 'send' did that little voice in her head whisper: 'Maybe you should have checked where he actually is today?' Too late. While the damage was limited, and she reported it to IT immediately, her number is likely now on a hacker's target list. It's a lesson in how toxic management culture can leave organisations open to cyber attack.
Cybercriminals understand human psychology better than a lot of managers do. They exploit authority, urgency, and fear of consequences. If you're a boss who doesn't tolerate being questioned, what's going to happen when one of your team gets that urgent request to transfer funds or share sensitive data? They'll comply first, think later.
Cyber attacks are a threat to all organisations and you need to have a business continuity plan in place to respond. But the solution won't just lie in software and tech training sessions, although they are definitely needed. The rise of chief executive impersonation via AI deepfakes has brought added jeopardy. You need to give yourself a cultural insurance policy. Train your managers, including in how to react to challenges (hint: with professionalism), how to have difficult conversations and the need to let teams know mistakes do happen.
Our research shows that when you train managers you create psychological safety — environments where people can ask tough questions without fear, where asking 'are you sure about this?' is seen as diligence, not defiance. They also call out bad behaviour when they see it — so that a senior leader with a volcanic temper is more likely to be made aware that it is unacceptable.
This isn't about being soft, or 'too nice'. It's about being smart. When your team knows they can question you about suspicious requests without career consequences, when people feel valued, that's when they complement your valuable — and expensive — technical security measures.
Ann Francke is chief executive of the Chartered Management Institute
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