The one cybersecurity mistake that could get you fired
The silent killer of CISO careers
There is one mistake that has ended more CISO careers than any other. It is not failing a compliance audit, missing a vulnerability patch, or even suffering a data breach. Those can be managed. The real career-ending mistake is underestimating the business side of cybersecurity.
Most CISOs rise through the ranks of technical roles. They are experts in penetration testing, encryption, and firewalls. But at the executive level, cybersecurity is not just about technology. It is about risk, finance, and reputation. When a security leader fails to communicate cyber risk in terms that executives understand, they become expendable.
Why technical expertise is not enough
The CISO’s job is not just to protect systems but to protect the business. A technically sound security program can still be a failure if it does not align with the company’s strategic goals.
Imagine two CISOs:
- CISO A has the best security tools, runs frequent penetration tests, and ensures that every system is patched.
- CISO B does all of that but also translates cybersecurity risks into financial terms, helps executives understand security as a business enabler, and justifies security investments in ways that make sense to the CFO.
If both companies suffer a breach, CISO A will likely take the blame. CISO B will be seen as a strategic leader who helped the company navigate the crisis.
How this mistake destroys careers
Look at the data. A study by Nominet found that over 40 percent of CISOs leave their jobs within two years. Many are fired after a major breach. But if a breach alone were enough to get a CISO fired, almost every major enterprise would be replacing their security leaders annually.
What actually happens is that after an attack, executives and board members ask tough questions. They do not want to hear about firewall configurations or zero-day exploits. They want to know:
- How much money did this cost us?
- Why were we not prepared?
- What did you do to prevent this?
- What are the legal and regulatory consequences?
- How do we ensure this never happens again?
A CISO who responds with technical explanations and compliance jargon will lose credibility. A CISO who answers in terms of financial impact, business continuity, and strategic risk management will keep their seat at the table.
How to become a CISO who survives and thrives
There are three key shifts that every CISO must make to avoid this career-ending mistake.
1. Speak the language of business, not just security
Executives and board members care about revenue, profit, and market position. Cybersecurity risks must be framed in these terms.
- Instead of “Our threat intelligence shows an increase in phishing attacks”, say “A phishing-related breach could result in $20 million in regulatory fines and lost customer trust”.
- Instead of “We need to invest in endpoint detection and response”, say “This investment will reduce incident response costs by 40 percent and cut downtime by an average of six hours per attack”.
Numbers and business impact resonate. Technical jargon does not.
2. Stop treating compliance as a security strategy
Many CISOs assume that being compliant with regulations like GDPR, ISO 27001, or NIST standards is enough. It is not. Compliance is the bare minimum. True security requires proactive risk management.
Executives are often misled into thinking that compliance equals security. A strong CISO must correct this misconception. When presenting to the board, make it clear:
- Regulatory compliance protects against fines. Security protects the business.
- Passing an audit does not mean you are safe from attacks.
- Security investments should be driven by risk, not just compliance checklists.
3. Build alliances with finance, legal, and operations
The best CISOs are not just security leaders - they are cross-functional business leaders. A strong relationship with the CFO helps secure budget approvals. A strong relationship with the General Counsel ensures legal risks are managed effectively. Working closely with operations ensures that security controls do not disrupt business processes.
Practical steps to build these alliances:
- Meet regularly with the CFO to discuss the financial impact of cyber risks.
- Work with legal teams to ensure incident response plans align with regulatory requirements.
- Collaborate with operations to ensure security measures enhance - not hinder - productivity.
A CISO who operates in isolation will struggle. A CISO who integrates security into every aspect of the business will be indispensable.
The CISO who thinks like a CEO
Surviving as a CISO is not about preventing every breach. That is impossible. It is about demonstrating that cybersecurity is a critical part of business strategy.
The CISOs who fail to make this shift become disposable. The ones who succeed become trusted advisors to their CEOs and boards. They do not just secure networks - they secure their careers.
The next time you prepare a board presentation or request budget approval, ask yourself: Are you speaking as a security expert or as a business leader? The answer will determine whether you thrive in your role or become just another statistic in the high-turnover world of cybersecurity leadership.