1. 1 I2 Security Professionals Workshop - May, 2004 Partnering for Success in the Security Discussion at Northeastern Gaining Traction through Influence Glenn C. Hill, CISSP Manager of IT Security, Northeastern University Copyright Glenn C. Hill, 2004 This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

2. 2 Imperatives around Information Security  Customer, community, institutional and regulatory expectations exist.

3. 3 Imperatives around Information Security  Customer, community, institutional and regulatory expectations exist.  Security does not come naturally to everyone.

4. 4 Imperatives around Information Security  Customer, community, institutional and regulatory expectations exist.  Security does not come naturally to everyone.  Not everyone understands the relevance of security to their work.

5. 5 Imperatives around Information Security  Customer, community, institutional and regulatory expectations exist.  Security does not come naturally to everyone.  Not everyone understands the relevance of security to their work.  Educators often have other things to think about.

6. 6 Yet…  Security is a shared responsibility.

7. 7 Yet…  Security is a shared responsibility.  Security risks are man-made problems that require human and technical forces to address.

8. 8 Yet…  Security is a shared responsibility.  Security risks are man-made problems that require human and technical forces to address.  Single-sided efforts are often less successful and more costly over the long run.

9. 9 Challenges…  Create mutual understanding: “Security is more a journey than a destination.”

10. 10 Challenges…  Create mutual understanding: “Security is more a journey than a destination.”  Create shared value in the security proposition.

11. 11 Challenges…  Create mutual understanding: “Security is more a journey than a destination.”  Create shared value in the security proposition.  Identify reasonable “waypoints” on the security journey.

12. 12 Challenges…  Create mutual understanding: “Security is more a journey than a destination.”  Create shared value in the security proposition.  Identify reasonable “waypoints” on the security journey.  Identify and overcome natural resistance.

13. 13 Challenges…  Create mutual understanding: “Security is more a journey than a destination.”  Create shared value in the security proposition.  Identify reasonable “waypoints” on the security journey.  Identify and overcome natural resistance.  Underwrite successful outcomes through cooperation.

14. 14 Techniques to gain traction…  Identify essential/optimum partnerships and stakeholders. (the right people)

15. 15 Techniques to gain traction…  Identify essential/optimum partnerships and stakeholders. (the right people)  Codify business problems (relevant risk and consequence list)

16. 16 Techniques to gain traction…  Identify essential/optimum partnerships and stakeholders. (the right people)  Codify business problems (relevant risk and consequence list)  Diagnose the environments.

17. 17 Techniques to gain traction…  Identify essential/optimum partnerships and stakeholders. (the right people)  Codify business problems (relevant risk and consequence list)  Diagnose the environments.  Anticipate resistance, but avoid SFP.

18. 18 Techniques to gain traction…  Identify essential/optimum partnerships and stakeholders. (the right people)  Codify business problems (relevant risk and consequence list)  Diagnose the environments.  Anticipate resistance, but avoid SFP.  Expect the academic argument.

19. 19 Techniques to gain traction…  Identify essential/optimum partnerships and stakeholders. (the right people)  Codify business problems (relevant risk and consequence list)  Diagnose the environments.  Anticipate resistance, but avoid SFP.  Expect the academic argument.  Illustrate relevance and benefits of security opportunities

20. 20 Techniques to gain traction…  Create safe and respectful discussion environments.

21. 21 Techniques to gain traction…  Create safe and respectful discussion environments.  Exchange trading currencies.

22. 22 Techniques to gain traction…  Create safe and respectful discussion environments.  Exchange trading currencies.  Build trust.

23. 23 Techniques to gain traction…  Create safe and respectful discussion environments.  Exchange trading currencies.  Build trust.  Identity incremental opportunities and clear paths to change.

24. 24 Trading Currencies…. Gaining influence through exchange

25. 25 Trading Currencies  Inspiration  Task  Position  Relationship  Personal Adapted from Allan Cohen & David Bradford: “Influence without Authority”

26. 26 Inspirational Currencies  Vision - Involvement in task of larger significance.  Excellence - Chance to do important things well.  Moral/ethical correctness - Doing what is “right” by higher standard.

27. 27 Task-related currencies  New resources - $, budget increases, people, space  Challenge (Doing tasks that increase skills)  Assistance (Getting help)  Task support - Backing or assistance with implementation  Rapid response  Information (Access to knowledge)

28. 28 Position-related currencies  Recognition (acknowledgement)  Visibility to higher-ups  Reputation (seen as competent/committed)  Importance (sense of belonging)  Contacts (opportunity to link with others)

29. 29 Relationship currencies  Acceptance/inclusion (closeness)  Understanding - Having concerns listened to.  Personal support - Personal/emotional backing.

30. 30 Personal currencies  Gratitude - Appreciation/expression of indebtedness.  Ownership/involvement - Ownership/influence over important tasks.  Self-concept - Affirmation of own values/identity.  Comfort (avoidance of “hassles”)

31. 31 Handling your trading currencies…  Your optimum/necessary partners are the targets of influence.  To gain influence, one must have and spend valued trading currencies.

32. 32 The Key Relationships: Where to spend your trading currencies  Administrative  Faculty  Business-Centered  Student-Centered  External

33. 33 Spending on Administrative Relationships  CIO

34. 34 Spending on Administrative Relationships  CIO  Office of University Counsel

35. 35 Spending on Administrative Relationships  CIO  Office of University Counsel  Internal Audit

36. 36 Spending on Administrative Relationships  CIO  Office of University Counsel  Internal Audit  Human Resources

37. 37 Spending on Administrative Relationships  CIO  Office of University Counsel  Internal Audit  Human Resources  External Affairs/University Relations

38. 38 Spending on Administrative Relationships  CIO  Office of University Counsel  Internal Audit  Human Resources  External Affairs/University Relations  Public Safety

39. 39 Spending on Administrative Relationships  CIO  Office of University Counsel  Internal Audit  Human Resources  External Affairs/University Relations  Public Safety  Student Affairs

40. 40 Spending on Administrative Relationships  CIO  Office of University Counsel  Internal Audit  Human Resources  External Affairs/University Relations  Public Safety  Student Affairs  Office of the President

41. 41 Spending on Faculty Relationships  Provost

42. 42 Spending on Faculty Relationships  Provost  Faculty leadership

43. 43 Spending on Faculty Relationships  Provost  Faculty leadership  Individual faculty with specific interests

44. 44 Spending on Business-Centered Relationships  Office of the Registrar

45. 45 Spending on Business-Centered Relationships  Office of the Registrar  Student Customer Service Center

46. 46 Spending on Business-Centered Relationships  Office of the Registrar  Student Customer Service Center  Enrollment Services

47. 47 Spending on Business-Centered Relationships  Office of the Registrar  Student Customer Service Center  Enrollment Services  CFO/Controller

48. 48 Spending on Business-Centered Relationships  Office of the Registrar  Student Customer Service Center  Enrollment Services  CFO/Controller  Risk Management function

49. 49 Spending on Business-Centered Relationships  Office of the Registrar  Student Customer Service Center  Enrollment Services  CFO/Controller  Risk Management function  Division of Research

50. 50 Spending on Business-Centered Relationships  Office of the Registrar  Student Customer Service Center  Enrollment Services  CFO/Controller  Risk Management function  Division of Research  Residential Life

51. 51 Spending on Business-Centered Relationships  Office of the Registrar  Student Customer Service Center  Enrollment Services  CFO/Controller  Risk Management function  Division of Research  Residential Life  “ResNet”

52. 52 Spending on Student-centered Relationships  Students (1:1)  Student representation (RSA)  Student media leadership  Student advisory groups

53. 53 Spending on External Relationships  Peers in higher ed

54. 54 Spending on External Relationships  Peers in higher ed  Peers in other businesses

55. 55 Spending on External Relationships  Peers in higher ed  Peers in other businesses  Local media (*)

56. 56 Spending on External Relationships  Peers in higher ed  Peers in other businesses  Local media (**) - Observe policy on speaking with media. - Carefully identify opportunities to get involved. - Create positive impression. - Get on the “experts” lists.

57. 57 Lessons Learned  Security is a shared imperative with shared responsibility.

58. 58 Lessons Learned  Security is a shared imperative with shared responsibility.  Security is not universally understood.

59. 59 Lessons Learned  Security is a shared imperative with shared responsibility.  Security is not universally understood.  Risk must be relevant and illustrated.

60. 60 Lessons Learned  Security is a shared imperative with shared responsibility.  Security is not universally understood.  Risk must be relevant and illustrated.  Resistance is natural.

61. 61 Lessons Learned  Security is a shared imperative with shared responsibility.  Security is not universally understood.  Risk must be relevant and illustrated.  Resistance is natural.  To gain traction, must overcome resistance.

62. 62 Lessons Learned  Security is a shared imperative with shared responsibility.  Security is not universally understood.  Risk must be relevant and illustrated.  Resistance is natural.  To gain traction, must overcome resistance.  Diagnose the others’ world.

63. 63 Lessons Learned  Security is a shared imperative with shared responsibility.  Security is not universally understood.  Risk must be relevant and illustrated.  Resistance is natural.  To gain traction, must overcome resistance.  Diagnose the others’ world.  Know trading currencies.

64. 64 Lessons Learned  Security is a shared imperative with shared responsibility.  Security is not universally understood.  Risk must be relevant and illustrated.  Resistance is natural.  To gain traction, must overcome resistance.  Diagnose the others’ world.  Know trading currencies.  Calculate your exchanges.

65. 65 Lessons Learned  Know when to give binary vs. analog answers.

66. 66 Lessons Learned  Know when to give binary vs. analog answers.  Encourage evolution…not revolution.

67. 67 Lessons Learned  Know when to give binary vs. analog answers.  Encourage evolution…not revolution.  Not everyone is “wired” for these discussions. Choose optimum partners.

68. 68 Lessons Learned  Know when to give binary vs. analog answers.  Encourage evolution…not revolution.  Not everyone is “wired” for these discussions. Choose optimum partners.  Technical, influential and diplomatic skills not always found together. - Seek participants with these skills. - Where they don’t exist, grow them.

69. 69 Lessons Learned  Know when to give binary vs. analog answers.  Encourage evolution…not revolution.  Not everyone is “wired” for these discussions. Choose optimum partners.  Technical, influential and diplomatic skills not always found together. - Seek participants with these skills. - Where they don’t exist, grow them.  Be willing to accept small victories.

70. 70 Take-away concept… Influence is key. Gain it by…  Identifying optimum partnerships.  Developing & spending trading currencies.  Illustrate an exciting and mutually- beneficial vision of the post-change environment.