Security Culture Starts at the Top – Why Awareness is a CEO Matter

In a medium-sized company, an employee clicks on a phishing link – damage almost occurs. The CEO scolds: "This must not happen!" But has management itself done enough to prevent such mistakes? Awareness – security consciousness in the company – doesn't arise by itself. This article shows why management plays a key role in cybersecurity awareness and how executives can establish a security culture through their own example and support.

Leadership's Role Model Function

Employees orient themselves to their bosses' behavior. When management takes IT security seriously, follows the rules themselves (e.g., no passwords on paper under the keyboard), and regularly addresses the topic, they signal: this is important. Leaders should address IT security in meetings, for example, discuss current incidents or praise successes (e.g., "Everyone passed the phishing test, great!").

This top-down signal is crucial. Israelis, for example, live this – in many companies, it's natural for the CEO to send a security awareness newsletter to everyone. Why not in your company too?

Awareness as a Corporate Value

Anchor IT security in your company's guidelines. For example: "We protect our customers' and our company's data." When security becomes part of the corporate philosophy, it influences decisions at all levels. For example, every introduction of new software is then automatically asked: is this secure?

Companies in Israel often have a motto like "Secure by Design" anchored internally. This can be adapted by, for example, introducing a "Security" agenda item in every project round. Management must live and constantly support this culture.

Providing Resources

Awareness doesn't come free. It requires training time, communication materials, maybe external trainers. Management must be willing to invest here – even if it's "just" the working time employees spend on training. When the boss says "Take time for the webinar, that's important," the employee will do it.

Additionally, the company should designate someone to handle awareness (possibly alongside other tasks). This person needs backing from management and possibly budget (for training platform, posters, events, etc.).

Incentives and Recognition

Make IT-secure behavior positively visible. Example: when an employee reports a phishing attempt, praise it publicly ("Mr. Müller immediately raised the alarm and protected us all – thank you!"). Or introduce small competitions: department with the fewest mistakes in phishing tests gets a shared breakfast sponsored.

Such incentives motivate and show that management appreciates the engagement. For mistakes, however, don't react with rolling heads, but constructively: "Good that it was reported, we'll now work out an improvement plan from this." Then employees dare to openly address problems.

Practice Tip

As management or department head: communicate your expectations clearly. For example, with an email to everyone: "IT security is personally important to me, so I expect all of us to take the upcoming training seriously and be attentive in everyday life. I will also participate myself."

This personal touch and the promise to participate yourself greatly increase acceptance. Put regular updates on the security situation on the agenda of leadership meetings so all department heads stay on it. In short: actively control the topic – then awareness becomes part of the corporate culture.