Highlights – 9 July

Whether you’re the CEO of a multinational retailer, running a fintech start-up or the head of a school, cyber-attacks are likely to be an ever-present worry. But do you know your biggest cybersecurity vulnerability?

As cited in a recent article from Intelligent CIO on the forthcoming Cyber Security and Resilience Bill, CMI research found that just 10% of managers have basic cyber knowledge, such as using secure passwords and spotting phishing attacks.

Yet in her latest column for The Times, CMI chief executive Ann Francke OBE CMgr CCMI argued that the key flaw may not lie in systems or processes. It may be a toxic management culture that leads staff to fear questioning authority. Employees who feel intimidated by senior leaders are more likely to comply with phishing emails that appear to come from their bosses, especially when the messages demand sensitive information or urgent access to documents.

In her column, Ann advocated for training managers, “including…the need to let teams know mistakes do happen”. This contributes to a culture of psychological safety, where people feel comfortable to challenge received wisdom – and to own up to any errant clicks that may have let the attackers in. 

We explore this issue further in this week’s newsletter, asking Chartered Managers in cybersecurity how they create psychological safety in their workplaces. 

Wear your heart on your sleeve

It’s not just employees who need psychological safety. That same level of comfort should extend to leaders too. After Chancellor Rachel Reeves cried in the House of Commons, Ann wrote a  City AM opinion piece, arguing that leaders shouldn’t be seen as weak for expressing genuine emotion. They are, in fact, showing strength, humanity and commitment. 

It’s a compelling point. Just look at the crucial role that an emotionally intelligent manager can play in supporting their teams through personal hardship, such as disability or early pregnancy loss. And the power they have to amplify people’s voices at work. At our recent inclusive management event, six exceptional leaders shared their tips for how to be more inclusive. Dr Heather Melville OBE CMgr CCMI, partner at the CEO advisory business Stork & May, offered a simple idea: asking people how their weekend was and taking time to listen to the answer. You can read more in this week’s newsletter. 

There, you can also enjoy an extract from Nik Kinley’s The Power Trap, a forthcoming book that explores power, politics and the performative nature of leadership. Nik argues that “leadership has become a performance art” – and that this is another factor that “decreases openness, increases distance and warps information flow”. 

Harnessing your emotional intelligence should go a long way in closing those gaps and sparking a richer connection with your teams. But, again, it requires support. An article for Training Industry about the importance of feedback cited CMI’s Better Management Report – and the revelation that 82% of UK managers are promoted into their roles with no formal training at all. 

Changing the model

If these issues seem to be increasing in importance all the time, that’s because the nature of work is changing in myriad ways. As our look at the circular economy makes clear, we’ve spent over two centuries perfecting the linear transactional economy, but the modern circular model dates back only a few years. A more sustainable future may hinge on us rethinking how we design, consume and innovate our products and services – and fast. 

Then there are the changing expectations of employees. Today, many are prioritising work-life balance over other factors such as salary. As this can alter working habits, it raises a fascinating question for managers: are you mistaking someone “on a journey to achieve balance” for a workaholic? You can read more on that in the newsletter too.

Against this changing backdrop, some believe that leadership should be a shared responsibility. That means bringing more people into the decision-making process and encouraging independence and resourcefulness. 

All of which simply reinforces Ann’s point about cybersecurity: the key step is to give our leaders proper training.

Best,

Matt Roberts CMgr FCMI

Director of membership and professional development, CMI