Transforming Security and Risk How Everyone Can Participate A’lanson Hoffman alanson.hoffman@gmail.com https://www.linkedin.com/in/alanson-hoffman

Introduction Security & Risk Leadership Can we define it? How can we demonstrate it?

Overview Organizational Power Transformational Leadership How to use these tools

Organizational Power1 “Ability to get work done” Everyone has power in some capacity Relationship Power Disclaimer: Material for Organizational Power is taken from the Manager Tools podcast and the four-part series “Three Types of Power (and One to Rule Them)”1 1 Auzenne, M. & Horstman. Manager Tools [Audio Podcast]. 2018

Organizational Power1 - Role Power Granted by your organization Relative to others Limited Outside your control 1 Auzenne, M. & Horstman (2018). The Three Types of Power (And One to Rule Them). Manager Tools [Audio Podcast]. See References

Organizational Power1 - Expert Power Ability to get work done “because others trust your knowledge enough to come to you for help or guidance, and then act on it.” Requires third-party validation Individual, organization, school, or university 1 Auzenne, M. & Horstman (2018). The Three Types of Power (And One to Rule Them). Manager Tools [Audio Podcast]. See References

Organizational Power1 - Expert Power Generated through expanding knowledge and applying it Also generated through series of mutually beneficial successes Avoid being condescending 1 Auzenne, M. & Horstman (2018). The Three Types of Power (And One to Rule Them). Manager Tools [Audio Podcast]. See References

Organizational Power1 - Relationship Power Ability to “persuade other people to accomplish work based on their trust in you.” Trust based Individual and organizational Organizational trust examples: You are entrusted to deliver secure code You are entrusted to harden servers You are entrusted to keep the lights on 1 Auzenne, M. & Horstman (2018). The Three Types of Power (And One to Rule Them). Manager Tools [Audio Podcast]. See References

Organizational Power1 - Relationship Power Trust is established through communication Quantity – the frequency of communication Quality – things that are important to the recipient Overcommunicate Be Frequent, Focused, and Consistent Start with the people you already work with regularly 1 Auzenne, M. & Horstman (2018). The Three Types of Power (And One to Rule Them). Manager Tools [Audio Podcast]. See References

Transformational Leadership Helpful in high change organizations Characterized2 by: Inspirational Motivation Inspire action through vision Idealized Influence Model high standards of ethics and performance Intellectual Stimulation Foster critical thinking and challenge assumptions (with Professionalism) Individualized consideration Help others utilize their unique talents 2 Sosik, J. J., Arenas, F.J., Jae Uk Chun, & Ete, Z. (2018). Character into Action: How Officers Demonstrate Strengths with Transformational Leadership. Air & Space Power Journal, 32(3), 4-25. See References.

Transformational Leadership Why is it important? Advisors Only – Zero Authority Policy Exceptions, special rules, etc. Authority belongs to governing bodies and executive management How to use it Do you have a vision? Do you demonstrate high ethical and performance standards? Can you think critically and challenge assumptions with professionalism? Can you teach others this skill? At the very least, can you enlighten others to your discoveries? Can you recognize unique strengths and perspectives in others? Can you help them to positively leverage these to achieve a shared vision?

Substitutes for Leadership Aspects of individuals, tasks, and organizations modify leadership effects3 Examples4: Polices and procedures substitute for task-based leadership Professionalism and expertise substitutes or enhances task-based leadership Separate location can neutralize or hinder relationship-based leadership Alignment between individual and organizational mission can substitute or enhance both task-based and relationship-based leadership 3 Howell, J. P. (1997). `Substitutes for Leadership: Their meaning and measurement’--an historical assessment. Leadership Quarterly, 8(2), 113. See References. 4 Howell, J. P., & Dorfman, P. W. (1981). Substitutes for Leadership: Test of a Construct. Academy of Management Journal, 24(4), 714–728. See References.

Recap Transformational technologies require transformational leadership Use Expert Power as a starting Point Relationship Power as a long-term goal Be aware of substitutes and neutralizers Go solve all our problems

References Auzenne, M. & Horstman, M. (2018, March – April). The Three Types of Power (And One to Rule Them) – Parts 1-4. Manager Tools [Audio Podcast]. Retrieved from https://www.manager-tools.com/2018/03/three-types-power-and-one-rule-them-part-1-hall- fame-guidance https://www.manager-tools.com/2018/03/three-types-power-and-one-rule- them-part-2-hall-fame-guidance, https://www.manager-tools.com/2018/03/three-types- power-and-one-rule-them-part-3-hall-fame-guidance, and https://www.manager- tools.com/2018/04/three-types-power-and-one-rule-them-part-4-hall-fame-guidance Howell, J. P., & Dorfman, P. W. (1981). Substitutes for Leadership: Test of a Construct. Academy of Management Journal, 24(4), 714–728. Retrieved from https://doi.org/10.2307/256171 Howell, J. P. (1997). `Substitutes for Leadership: Their meaning and measurement’--an historical assessment. Leadership Quarterly, 8(2), 113. Retrieved from https://doi.org/10.1016/S1048-9843(97)90011-4 Sosik, J. J., Arenas, F.J., Jae Uk Chun, & Ete, Z. (2018). Character into Action: How Officers Demonstrate Strengths with Transformational Leadership. Air & Space Power Journal, 32(3), 4-25 Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=131615630&site=ehost- live.

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