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2025-01-23
In the fast-paced world of cybersecurity, the ability to say “no” has become a lost art. For years, security teams were branded as the “Department of No,” stifling innovation and frustrating business leaders. But as organizations pushed for greater collaboration, cybersecurity professionals shifted their approach, striving to say “yes” more often. While this change fostered better relationships, it also introduced new risks. Today, experts argue that the pendulum has swung too far, and it’s time to reclaim the power of a strategic “no” to protect organizations effectively.
The Evolution of Cybersecurity: From “No” to “Yes” and Back Again
Cybersecurity teams were once notorious for shutting down ideas, citing risks and impracticalities. This adversarial approach earned them the unflattering title of the “Department of No.” However, as businesses demanded proof of cybersecurity’s value, security leaders began to pivot. They embraced a more collaborative mindset, striving to enable innovation rather than hinder it. This shift was celebrated as progress, but it came with unintended consequences.
Rami McCarthy, a seasoned security leader and researcher, observes that the industry’s enthusiasm for saying “yes” has gone too far. At security conferences like BSides, talks often focus on reframing security teams as enablers, promoting the idea that saying “no” is inherently negative. McCarthy warns that this mindset overlooks the critical role of a well-considered “no” in setting boundaries and managing risk.
“The Department of Yes talks are inspiring, but they often ignore the messy realities,” McCarthy explains. “Avoiding hard conversations can lead to belated rejections, technical debt, and burned-out teams.”
The Cost of Avoiding No
The reluctance to say “no” can have far-reaching consequences. Jessica Barker, a behavioral scientist and cybersecurity expert, emphasizes that empathy is key to delivering a constructive “no.” However, she cautions that empathy should not be confused with people-pleasing. “Empathy is about understanding the requester’s perspective and explaining why their request isn’t feasible or why an alternative is better,” she says.
On the other hand, saying “no” too often can also backfire. Tom Van de Wiele, an ethical hacker and cybersecurity advisor, warns that excessive rejections can drive employees to bypass security protocols altogether. This can lead to shadow IT, unmanaged risks, and significant security gaps. “Once people start working around security, the organization loses visibility and control,” Van de Wiele says.
How to Say No Effectively
Balancing the need to enable business while managing risk is no easy task. A poorly handled “no” can erode trust and disrupt workflows. McCarthy advises security leaders to avoid delivering a “no” without context, doing so inconsistently, or waiting too long to communicate it. Instead, decisions should align with business goals and be presented as shared priorities.
Barker highlights the importance of constructive communication. “People want to be heard and respected,” she says. “How you deliver your message makes all the difference.”
Van de Wiele suggests fostering a culture of partnership through open communication. Initiatives like “ask-me-anything” sessions and regular stand-ups can help employees see the security team as an enabler rather than an obstacle.
A Framework for Better Nos
McCarthy offers a strategic framework for delivering constructive “nos” that align with business goals and build trust:
1. Align on Business Outcomes: Ensure all stakeholders agree on shared priorities before making decisions.
2. Provide Context: Clearly explain the rationale behind decisions, including associated risks and alignment with priorities.
3. Be Consistent: Maintain clear policies and standards to build trust and predictability.
4. Demonstrate Partnership: Enable secure pathways or timelines for progress where possible.
5. Prioritize Critical Decisions: Reserve firm “nos” for significant risks or high-priority situations.
“The most effective strategy is showing, not just saying, that you’re focused on enabling the business,” McCarthy says. “Look for opportunities to align security with revenue-generating efforts.”
What Undercode Says:
The cybersecurity landscape is evolving, and with it, the role of security teams must adapt. The shift from being the “Department of No” to the “Department of Yes” was a necessary step toward fostering collaboration and demonstrating value. However, this shift has also exposed organizations to new risks, as the reluctance to say “no” can lead to misalignment, technical debt, and unmanaged vulnerabilities.
The key lies in striking a balance. Cybersecurity teams must embrace their role as guides, not gatekeepers. This means saying “yes” when it enables innovation and growth, but also saying “no” when it protects the organization from significant risks. The art of delivering a constructive “no” requires empathy, clear communication, and alignment with business goals.
Moreover, the industry must move beyond the binary of “yes” and “no.” Cybersecurity is not about obstruction or blind approval; it’s about enabling smarter, bolder risks. By aligning security decisions with business objectives, security teams can build trust, foster collaboration, and ultimately drive organizational success.
In a world where cyber threats are increasingly sophisticated, the ability to say “no” strategically is not just a skill—it’s a necessity. Organizations that empower their security teams to make tough decisions will be better positioned to navigate the complexities of the digital age. After all, the goal of cybersecurity is not to stifle innovation but to safeguard it. And sometimes, that means saying “no” to protect what matters most.
About the Author
[Author Name] is a cybersecurity expert with over [X] years of experience in [specific field]. They specialize in [specific expertise] and have contributed to numerous industry publications. Follow them on [social media handle] for more insights on cybersecurity trends and strategies.
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References:
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