Developing Cybersecurity Leaders Through Continuous Learning: Building Skills for a Rapidly Evolving Threat Landscape

Guest post by Anne Fernandez

Being prepared for the next big threat is a constant concern for cybersecurity teams. If organizations want the benefits of a steady, secure network of data and operations, they must continually invest in the quality of the team and its leadership.

While infrastructure is a critical component of adaptive cybersecurity, training remains a vital aspect as well. The World Economic Forum reports that 35% of small organizations believe their cyber resilience is not sufficient, a 600% increase since 2022. To maintain stability when threat levels change, organizations must keep their teams continually moving forward.

Reasons to Build Adaptive Cybersecurity Knowledge

In order to persuade the C-suite that investment in continuous learning makes sense, it is necessary to consider the benefits of maintaining a dynamic knowledge base for cybersecurity teams. Advantages include:

Ability to adapt to changing compliance and regulatory requirements

Improved understanding of emerging threats

Advance preparation for increasing numbers of cyber threats

Balancing the needs of the technology and the need to nurture technical leadership for the organization has the greatest potential for a viable long-term result.

How to Integrate Continuous Learning

Hire lifelong learners — Interest in learning is a soft skill that not everyone has. Some workers, even skilled ones, do just enough to get by with their current cybersecurity obligations. Lifelong learners are more adaptive. They are unafraid of the challenge that new information presents to their old assumptions and biases. They may take less time to get up to speed on the latest threat and best practices to mitigate it. Even better, they take less persuasion to attend educational sessions or conferences and integrate their learning into their work.

Identify continuous learning options — Continuous learning is something that organizations should aim to provide at least a few times a year, with additional development as necessary. Management should identify options that provide current training on the most likely threats, with regular discussion of emerging technologies. Learning style may affect the best route. For example, someone who needs experience with generative AI training might prefer to take an online class, an in-person training at a conference, or simply spend time learning how to use it on their own.

Target training to the learner — In order for continuous learning to be effective and efficient for the organization’s investment, the training must be targeted to the learner. Entry-level cybersecurity professionals, fresh out of college, may have a similar range of skills that are easy to identify and shore up. Once employees spend a few years in the role, however, the deficits and mastery are harder to pin down. Learning options should be tailored to the individual person’s professional development needs.

Combine education with hands-on practice — Since maintaining cybersecurity is a hands-on skill, most professionals need some hands-on experience with the subjects they study. The amount of practice depends on the employee and the concept they are attempting to master, as well as the tools and time available to provide the training. For example, a cybersecurity team learning how to remove suspicious emails may need some practice in devising a system that will identify questionable messages, remove them, and alert the security team to these actions.

Reward dynamic skill-building — Ultimately, workers are more likely to respond well to changes in the culture concerning professional development if they get rewards for meeting benchmarks. Employees may need specific incentives to continue on the learning journey, like time off as part of attending a conference or bonuses for achieving goals. Learning can certainly be its own reward, and employees should understand that keeping their knowledge current is critical to long-term career success. Whatever the organization can do to show appreciation for the effort is likely to yield a better ROI.

Cultivate leadership — During the professional development process for each employee, organizations should keep an eye on those who are likely to grow well into leadership roles. The modern landscape for cybersecurity leadership is changing almost as rapidly as the threats. Ideal leaders for cybersecurity teams have more than an understanding of the technology. They must also know how security fits in with business strategy, product development, operational efficiency, and more. With this understanding, the leaders of the future will maintain security for the organization, as well as helping to drive growth.

Changes to cyber threats present unique challenges that organizations must be prepared to overcome. Companies that fail to meet the requirements of the modern cyber landscape put themselves at risk for system failure, operational inefficiency, or a loss in customer trust. Fortunately, staying ahead of the curve involves a clear path. By integrating continuous learning into the workflow for cybersecurity teams, organizations can preserve their ability to function in the future.

Author bio: Anne Fernandez is the Digital Marketing Manager at Ascendient Learning, which provides training courses and certification programs that upskill and reskill individuals, teams, organizations and governments to be ready for what’s next. Fernandez has more than a decade of experience in content strategy, digital advertising, and SEO. She holds certifications in Google Ads, Google Analytics, and Digital Media and Marketing. Fernandez earned her OMCP (Online Marketing Certified Professional) credential through Duke University in 2021 and continues to lead innovative marketing projects that grow visibility and engagement for Ascendient Learning.

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