SECURE horizons
By Jess Abell, our Chief Content Officer
In this column, we’ ll be discussing key issues for CISOs and their teams – from AI to wellbeing and from Zero Trust to communication. If you’ d like to get in touch, email jess @ lynchpinmedia. com
The research is based on 1,272 leaders completing Strengthscope’ s assessment and development tool between October 2023 and September 2024. The assessments were completed by senior level leaders in finance, marketing, HR, operations, IT, legal, sales etc. The data is reflective of participants from the UK, Europe and the US. The results were compared to 2019 figures to provide a five-year change.
For leaders in the cybersecurity space, there are added pressures. A sophisticated threat landscape, regulatory pressures, resource constraints and a keen eye on demonstrating ROI create what could be quite an overwhelming mix of challenges.
“ None of us know everything. The point is to stay curious enough to ask better questions and keep adjusting as the landscape changes.” Simon Fabb, CEO, ChiefJobs. com, recalls feeling that‘ knot of self-doubt’ early in his career, but concedes it can affect anyone at any stage.“ In cybersecurity leadership, imposter syndrome often stems from rapid promotions or entering roles that outpace formal training. I work with CXOs who feel they’ ve skipped steps, even when their results prove otherwise,” he said.
Francisco Gaffney, CEO & Chairman, Trinity SES, said that, as CEO in a fast-moving, tech-heavy field, he has realised that what’ s often labelled imposter syndrome can just be the friction that comes from working on a moving target.
“ In cybersecurity and compliance tech, the goalposts shift constantly. New threats emerge. Regulations evolve. Frameworks change. Feeling uncertain isn’ t a flaw. It’ s often a sign you’ re paying attention,” he said.
“ The harder part is working out what’ s real. Sorting substance from noise. Cutting through the hype around shiny tools that promise everything but deliver nothing. That kind of clarity comes from doing the work, not from being the loudest in the room.
“ I read regulatory updates the way some people read financial forecasts. I speak to the people actually implementing security controls, not just the ones selling them. I challenge our roadmap regularly to make sure it’ s built around what clients genuinely need, not what looks good in a pitch.
“ One of the first things we work on is identifying the assumptions driving that feeling. Many leaders internalise outdated ideas about what authority should look like( usually perfection, total certainty or a specific type of technical background). Questioning those standards helps them realise they’ re holding themselves to an impossible benchmark.
“ Another approach is helping them clarify their unique value in the room. That might be strategic thinking, communication under pressure or risk framing for the board. When they define what they actually bring, rather than what they think they’ re missing, their confidence becomes more grounded and consistent.”
Imposter syndrome rarely disappears on its own, he said.
“ It needs to be addressed deliberately, and that starts with recognising it as a sign of growth, not failure. For many cybersecurity leaders, it simply means they’ ve moved beyond their comfort zone, and that’ s where leadership actually begins.”
None of us know everything. The point is to stay curious enough to ask better questions and keep adjusting as the landscape changes.
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